Logistics human resources management in vietnam enterprises in the context of industrial revolution 4.0: Current situation and solutions

Nội dung text: Logistics human resources management in vietnam enterprises in the context of industrial revolution 4.0: Current situation and solutions

1. LOGISTICS HUMAN RESOURCES MANAGEMENT IN VIETNAM ENTERPRISES IN THE CONTEXT OF INDUSTRIAL REVOLUTION 4.0: CURRENT SITUATION AND SOLUTIONS MSc. Ph.D Student Trương Thị Huệ1 Abstract: This research analyzes the current situation of logistics human resource management in Vietnam enterprises, points out the requirements of human resource management in the industrial revolution 4.0 and suggests some suitable solutions. The research applies qualitative methods, descriptive statistics through the use of secondary data from official sources such as the Annual Vietnam Logistics Report of the Ministry of Industry and Trade, Vietnam Logistics White Paper, Report of Vietnam Logistics Business Association (VLA) and Vietnam Logistics Research and Development Institute (VLA) in 2019 and some previous research. The research results show that the human resource management system of logistics in Vietnamese enterprises has operated somewhat effectively in all functions including attracting, training, developing and maintaining human resources in the short term, contributed positively to the development of the industry, but lacked a long–term vision to ensure sustainable human resources in response to the requirements of the industrial revolution 4.0. Keywords: human resource management, logistics, industrial revolution 4.0 1. INTRODUCTION Vietnam's logistics service industry in recent years has made great progress. According to the World Bank's report in 2018, Vietnam's logistics performance index (LPI) 2018 Vietnam ranked 39/160 countries participating in the survey, up 25 levels compared to 2016. On February 14, 2017, the Prime Minister signed Decision No. 200/QD–TTg approving the Action Plan to improve competitiveness and develop logistics services in Vietnam until 2025, which emphasized “Develop logistics service providers in terms of quantity, size, and human resources, with high competitiveness in domestic and international markets”. However, many research and experts have pointed out that the human resources of Vietnam's logistics industry are currently facing many limited issues such as quantity and quality uncertainty, lack of human resource planning and forecasting at the macro and micro level, lack of connection between training institutions and enterprises, etc. Many reasons have been analyzed, mentioned, mainly approached from objective reasons, macro policies of Government and industry. However, there seems to be a lack of research approaching from the current situation of human resource management in logistics enterprises themselves. Therefore, the assessment of the current situation of human resource management in logistics enterprises according to the scientific approach of human resource management, associated with the requirements of the industrial revolution 4.0 to suggest solutions to overcome limitations and difficulties and developing logistics human resources are an urgent requirement in the current period. 1 Deputy Director, Department of Organization and Personel, Vietnam National University, Hanoi. Email: huetruongthi@gmail.com. 639
2. 2. THEORETICAL BASIS AND OVERVIEW 2.1. Human Resource Management and Human Resource Requirements in Industrial Revolution 4.0 According to Tran Kim Dung (2011), Human Resource Management is a system of philosophies, policies and functional activities about attracting, training, developing and retaining an organization's people in order to achieve optimal results for both the organization and the staff. The functions of human resource management include 3 groups: 1) Attracting human resources (job analysis, human resource planning and recruiting), 2) Training and developing human resources, 3) Human resource maintenance (remuneration, assessment, labor relations). According to McGuire and Jorgensen (2011), human resource management has three main functional groups: 1) Management: activities that create a tool and system platform to attract, maintain and ensure the results of using labor; 2) Development: activities aimed at developing the quality of human resources and their sustainable cohesion in the organization; 3) Support: activities that support employers and employees maintain the foundation for governance and development. In response to the requirements of Industrial revolution 4.0, human resource management has been changing. Figure 1 shows characteristics of human resource management models through Industrial revolutions. Figure 1: Characteristics of Human Resource (HR) Management through the industrial revolutions Administrative role, Carry out basic Carry out professional Provide real-time information. salary calculation transactions (hard transaction, create Analyze, report, build policies, skills). Processed by system. Use connection system and strategies. Manual document simple machine or technique (web, software processing discrete application system) Use IoT, AI, Big data, social network and smart connection utility Source: Adopted by from Nguyen Thi Nam Phuong (2019) and other research. In Industrial revolution 3.0, people in human resources management have turned to additional use of soft skills such as document processing, information collection and analysis, warning and policy recommendations. Internet and system software appeared and were gradually adopted. Technology utilities of enterprises such as website, intranet, server have also appeared and served human resource management activities. Up to the Industrial revolution 4.0, human resource management functions are being implemented on a larger scale in smarter ways, providing more comprehensive, intuitive and timely information to the administrators. Not only using the internet, website, intranet, server in general, the recruitment, training has gradually used big data, artificial intelligence. Organizational development and human resource maintenance used social networking tools and qualitative analysis of the information (social listening) to provide useful information for fast HR policy development, more suitable. Industrial revolution 4.0 with the characteristics of a digital economy based on big data, internet of 640
3. things, artificial intelligence has created a diversified business model, different from previous. According to Nguyen Thi Nam Phuong (2019), with this model, the human resources of enterprises have become partners instead of employees. Both sides have competition in choosing partners, which is why human resource management has been adjusted in a new direction, requiring human resource policy makers to communicate well, handle problems well and maintain large scale. The multi– dimensional research on human resources requires regular and in–depth implementation, requiring profound knowledge of management, strategy and people. The system of tools used in research has also become extremely diverse and intelligent. Social networks Linkedin and Facebook are used to recruit, find service providers, find partners to cooperate. Mobile applications and access utilities such as smart Wi–Fi, member login are designed very diversely to collect big data analyzing the needs characteristic behavior or feedback of employees. Human resource management in logistics enterprises, other professions includes the basic functional groups of attracting, training and developing, retaining human resources. Logistics “is the process of optimizing the location and timing, transporting and storing resources from the very first point of the supply chain through production, distribution to the end consumer, in order to meet best to consumers' needs at reasonable costs, through a range of economic activities ”(Doan Thi Hong Van and Pham My Le, 2013). Previously, when mentioning Logistics services, people often think of basic services: transportation and storage. Now, the logistics services are more diverse: transportation, storage, collection, packaging, labeling, assembly, cross–docking, milk run, supplier management, reverse logistics, financial sponsorship. Detail of 4.0 technology and its impacts on logistics sector is summarized in the following Table 1. Table 1: 4.0 Technology and its impacts on logistics sector Technology The impact Physical Internet Improved supply chain transparency, safety and efficiency (based on the IoT) Improved environmental sustainability (more efficient resource planning) IT standards Enabling collaboration horizontally More efficiency and transparency Data analytics Improvements in customer experience and operational efficiency in operations Greater inventory visibility and management Improved ‘predictive maintenance’ Cloud Enabling new platform–based business models and increasing efficiency Block chain Enhanced supply chain security (reduction of fraud) Reduction in bottlenecks (certification by 3rd parties) Reduction of errors (no more paper–based documentation) Increased efficiency Robotics & Reduction in human workforce and increased efficiency in delivery and automation warehousing (including sorting and distribution centers) Autonomous Reduction in human workforce vehicles Increased efficiency in delivery processes UAVs/Drones Increased cost efficiency (inventory, surveillance, delivery ) Workforce reduction 3–d printing Lower transportation demand Transported goods would mostly be raw materials Source: Hay Group Logistics Manpower Study, 2016 641
4. Thus, human resource management in the logistics sector in Vietnam is more affected than many other areas, facing the pressure to change every day and needing to quickly apply big data, intelligence artificial (AI) and internet of things (IoT), not merely using hard skills, soft skills and performing traditional operations of human resource management. 2.2. Overview There are many studies mentioned the situation of logistics human resources in Vietnam, giving causes and solutions, and proposing overcoming as well as developing measures. Notably is the Report of Vietnam Logistics Business Association (VLA) and Vietnam Logistics Research and Development Institute (VLI) by Assoc. Dr. Ho Thi Thu Hoa presides over the implementation in 2019 through in– depth surveys and interviews with logistics enterprises, leading experts in the field of human resources in the logistics industry. The report pointed out the current situation of the recruitment and training of logistics personnel, remuneration for logistics staff, gender equality and weak employees in logistics enterprises, evaluation the capacity of logistics staff, the role as well as the relationship between the business and the school in training human resources with the group of corresponding solutions. The annual Vietnam Logistics report of the Ministry of Industry and Trade also regularly assesses the business environment, the status of services and logistics support activities in Vietnam. These reports do mention about the current status of logistics human resources in Vietnam, this is an industry report that does not mention in–depth and approach to the functions of human resource management. Recently, Pham Nguyen My Linh and Nguyen Thi Thu Huong (2020) have analyzed in detail, assessed the actual results, logistics limitations of Vietnam, proposed some human resource solutions in Context of International Economic Integration Similarly, the study of Nguyen Minh Quang, Van Cong Vu (2020) and some other authors have also analyzed the logistics manpower of Vietnam. However, it seems that there are very few works that approach the functions of human resource management of the organization and are associated with the requirements of the current 4.0 revolution. Research by Nguyen Thi Nam Phuong (2019) mentioned the requirements of human resource management in general in the context of Industrial revolution 4.0, but did not mention human resource management for the logistics industry in Vietnam. 3. THE CURRENT SITUATION OF HUMAN RESOURCE MANAGEMENT IN VIETNAM'S LOGISTICS ENTERPRISES 3.1. Actual situation of quantity and quality of human resources In terms of quantity, the shortage of manpower is one of the problems causing difficulties for logistics companies today. According to the Reports of VLA and VLI in 2019, the industry has about 4,000 enterprises, 54% of which concentrated in Ho Chi Minh City, the demand for logistics human resources is huge. It is forecasted that by 2030, the demand for professional human resources for the whole industry will be 200,000 people, while the ability to meet the needs will only about 10% – a very modest number. In addition, according to the Vietnam Logistics Report 2018 of the Ministry of Industry and Trade, if including manufacturing enterprises, the demand for logistics manpower may reach 2.2 million people by 2030. In terms of quality, with the characteristics of the newly developed logistics service market in recent years, Vietnam's logistics manpower has strength such as young, dynamic, adventurous and willing to endure challenges and risk. However, according to Vietnam Logistics Report 2019, this team is still weak in terms of expertise and professionalism. The preparation of knowledge, skills, qualities as well as attitudes of Vietnamese logistics workers to be ready to receive the wave of labor movement 642
5. among ASEAN countries is not high. Labor discipline, awareness of law compliance as well as low labor intensity are also the limitations that need solutions to overcome in the coming time for Vietnam's logistics manpower. Specifically, the strengths and weaknesses of the current four levels of Vietnam's logistics manpower are as follows: – Management team: has a lot of business experience, wide relationships, is always trained and retrained to meet management needs. However, this team lacks in–depth professional knowledge due to the accumulation of knowledge mainly from practical business experiences or from the process of acting as an agent or partner for foreign logistics enterprises; lacks vision and ability to operate internationally or develop new service areas with limited foreign languages. Future challenges for the management team are mainly catching up with new technologies and diversifying services, developing regional and global visions, capturing logistics information and international trade, the ability to plan for sustainable development. – Management and supervisors: have practical operating experience, have expertise but most of them lack in–depth knowledge due to not being properly trained, only about 10% are trained with basic knowledge. Also, personnel at this level basically lack human resource management and work management skills, foreign languages and information technology are not good, the ability to coordinate, link, adapt, create and respond to customers' demand is not high, lack of experience in working with international partners, and lack of new knowledge updates. – Staff: most graduated from university but mainly not major in or just close to logistics, not good at foreign languages, poor compliance with regulations and processes, lack of innovation and professionalism. In the future, foreign language and ability to communicate, teamwork, specialized knowledge, modern working style and customer care skills will be major challenges for human resources belonging to this group. Most of direct workers are trained from vocational schools, although they are trained, their working skills are not good, lack of industrial style, low labor discipline compared to direct labor force in some countries in the region such as Thailand, Malaysia 3.2. Current situation of human resource planning and recruitment Regarding human resource planning, first of all, enterprises need to plan logistics strategies and plans to serve as a basis for human resource planning. According to the Vietnam Logistics Report in 2019, a number of enterprises having strategies and plans for logistics activities: 42% enterprises surveyed have updated this plan in the past 1 year; 20% enterprises will adjust their logistics development plans in the next 12 months; 18% enterprises have plans to develop logistics and think that this plan needs to be updated; 3% of enterprises have logistics development plans but are not integrated into their overall development strategy; Besides, 17% of enterprises do not have a logistics development plan. As such, enterprises have paid attention to building business plans and supporting activities for logistics, as a foundation for human resource planning. However, in general, enterprises have not paid attention to the human resource planning and forecasting (in terms of quality and quantity) associated with this logistics plan. Regarding recruitment sources, logistics personnel are recruited mainly from universities, the number of recruitment from colleges and vocational schools is limited. Currently, the country has 28 universities recruiting 2,810 students/year and 38 colleges and intermediate vocational training courses, with recruitment scale of 3,280 people/year, mainly at intermediate level and primary. About 60 – 80% of enterprises surveyed said that the availability of skilled logistics manpower at all levels from direct workers to administrators in Vietnamese enterprises today is at medium low level (Vietnam Logistics Report 2019). 643
6. Table 2. Availability of skilled logistics manpower in Vietnam No Low Average High Excellent Truckers 3,6% 19,6% 48,2% 28,6% 0,0% Control of the forklift 0,0% 21,4% 55,4% 23,2% 0,0% Warehouse operation 5,4% 28,6% 41,1% 23,2% 1,8% Packing operations 8,9% 17,9% 39,3% 30,4% 3,6% Customer service consulting 1,8% 12,3% 36,8% 38,6% 10,5% Customs broker 5,3% 17,5% 59,6% 15,8% 1,8% Logistics planning 3,6% 44,6% 30,4% 19,6% 1,8% Forecast planning 15,8% 42,1% 24,6% 15,8% 1,8% Reserve planning 8,9% 33,9% 41,1% 16,1% 0,0% Transportation planning 7,1% 33,9% 42,9% 14,3% 1,8% Loading planning 5,4% 32,1% 33,9% 28,6% 0,0% Logistics/supply chain analysis 5,4% 39,3% 35,7% 19,6% 0,0% Operational management 1,8% 28,6% 50,0% 17,9% 1,8% Warehouse management 1,8% 25,0% 51,8% 17,9% 3,6% Manage purchases and supplies 1,8% 25,0% 58,9% 8,9% 5,4% Manage guest service 1,8% 14,0% 52,6% 28,1% 3,5% Business development management 3,6% 28,6% 42,9% 25,0% 0,0% Logistics and supply chain 7,1% 32,1% 32,1% 28,6% 0,0% management Source: Vietnam Logistics Report 2019 of the Ministry of Industry and Trade In terms of vacancies, the VLA and VLI 2019 survey showed that the most recruited groups of jobs are customs declarants and forwarders; truck drivers, logistics administrators and warehouse operators are in second place; E-commerce sales staff, online marketing staff, inventory managers, warehouse managers, transport coordinators, IT staff, forklift truck drivers are in third place. In addition, there are also vacancies that are also being interested in such as positions performing value– added work such as product quality checkers, packaging and labeling staff, and goods recalling staff. Regarding recruitment methods, VLA and VLI's 2019 survey showed that the most used form of recruitment is through recruitment sites, through corporate social networks and through acquaintances are in second place. The other forms are not significant. Regarding recruitment standards, according to enterprises surveyed by VLA and VLI in 2019, among the main criteria for companies to recruit logistics staff, the most priority is communication skills, persuasion skills, professional knowledge, specialized English. In addition, experience and attitude in the interview are also factors that many employers consider. Academic achievement is not an important prerequisite in the hiring decision shows that the logistics industry focus on recruiting personnel capable of performing actual jobs and recruitment results based on working ability. Through the situation of planning and recruiting human resources, we can see the following issues: Enterprises have not yet planned their human resources or have not linked their business plans with forecasting human resources, and have not yet linked, cooperated with each other in the forecast of 644
7. human resources supply and demand of the industry. The recruitment method has applied the achievements of Industrial revolution 4.0, mainly uses the internet and social networks. However, there is no large database and information system on human resources in the industry as well as separate recruitment channels for the industry, and artificial intelligence has not been applied in recruitment. Recruitment criteria are still mainly concerned with soft skills, experience and attitudes (requirements of Industrial revolution 3.0). Meanwhile, the actual needs of the logistics industry, computing skills are also a very important criterion when recruiting personnel. In addition, knowledge and ability to apply technology solutions, change management skills, problem solving skills, ability to coordinate, link, adapt, create are the critical requirements to human resources in Industrial revolution 4.0, but are not really concerned by enterprises. In general, enterprises need to have a longer–term vision in recruitment, especially in recruiting a team of administrators at all levels. 3.3. Actual situation of human resource training and development According to the survey results in the Vietnam Logistics Report 2019 of the Ministry of Industry and Trade, self–training is a popular form in enterprises. Because it is difficult to find professional human resources that correctly meet and close to actual requirements, most enterprises have to provide additional training in knowledge and skills for employees according to existing conditions. Common forms of self–training through enterprise surveys include: job training by experienced employees to new employees (74.6%), internal training programs by enterprises (62.7%) and invite training experts (44.1%). Figure 2. Common types of logistics manpower training in Vietnamese enterprises Source: Vietnam Logistics Report 2019 of the Ministry of Industry and Trade Due to the approach to human resource management, this research mainly refers to the self– training of logistics in enterprises. According to the survey of VLA and VLI (2020), enterprises now focus on internal training (accounting for 37.1%), sending employees to short–term training and external training courses accounted for over 27% of enterprises surveyed. After recruiting, the time for retraining logistics staff of enterprises usually takes 6–8 weeks with the rate of over 37%, less than 4 weeks is 27%, retraining in 3 months accounts for 17% and from 4 months or more is about over 15%. After recruiting, enterprises often conduct integration training, job training, and continue to train and foster new employees to ensure the quality of work (Report of VLA and VLI 2019). The VLA and VLI (2019) report also published the finding that the current budget for logistics staff training of enterprises is quite low, most popular is less than 50 million VND, accounted for 51.2%, from 50 – to less than100 million, 250 – less than 500 million and over 500 million for staff training are all accounted for 12.2% of the total number of surveyed enterprises. 7.3% enterprises do 645
8. not have budget for training. However, enterprises still have to pay basic salary for new employees /workers while paying for the initial training costs, averaging from 4 to 6 weeks for a new graduate. As a result, training costs are in many cases much higher than the regular budget of the business. Source: VLA and VLI Report 2019 In summary, the results of previous studies showed that the current general limitation in the self– training of logistics manpower in Vietnamese enterprises is the lack of initiative in investment in human development, lack of medium–term and long–term vision. Enterprises have not analyzed their work methodically, have not forecasted their human resources (quantity and quality) in the long term, but often only recruit and train to meet immediate human resource requirements. The process of self– training is not methodical and professional. Enterprises have had intentions and actions but have not made efforts, determination and investment to closely connect with training institutions to choose high quality logistics manpower or order training on demand. Training fund for logistics staff is not much. This seems to be a paradox when enterprises often complain about the quality of new recruits, retraining but spend a modest budget for initial internal training. This shows that the human resource management policy of the enterprises is not really systematic, invested, and focused on improving quality in the long term. In other words, enterprises paid attention to training logistics human resources in the short term, but have not yet invested in developing this human resource in the long term. 3.4. Current situation of maintaining human resources According to the announcement by Robert Walters Vietnam Co., Ltd – one of the top employers (as reported by the Ministry of Industry and Trade 2019), the current salary of logistics personnel is quite high and continuously increases every year due to the serious shortage of supply and increasing awareness of the role of logistics. Those who are trained and experienced in this field are always sought after by enterprises. Also according to the data published in the Vietnam Salary Guide 2019 of First Alliances (as reported by the Report of the Ministry of Industry and Trade 2019), the average salary of logistics employees in the Ho Chi Minh City range from 500 USD – 1,500 USD/month and management level from 800 – 5,000 USD per month. However, for the new logistic personnel, the survey results of VLA and VLI in 2019 showed that the salary of this group is still very modest. The surveyed enterprises pay salaries from 5 million to less than 7 million VND for employees with less than 1 year experience, accounting for an overwhelming proportion of 75.6%, the rest is from 8–10 million VND with proportion 22%. For logistics personnel with more than 3 years of experience, the salary increased significantly to 11 million VND a month and 646
9. in some positions more than 15 million VND due to being trained with practical works and there are many job opportunities in the industry. Figure 4. Salary of new logistics staff Source: VLA and VLI Report 2019 Thus, the previous research results showed that enterprises have focused on paying competitive salaries to senior employees, due to awareness of competition and lack of experienced personnel in the industry which has high development speed and fast integration. However, in general, the salary for logistics staff without working experience is still low, because it takes a lot of time and costly training costs as analyzed above when recruiting new staff. In addition, most logistics enterprises are small and medium–sized, so such a salary can be suitable with the situation of the business. The above situation also showed that the training results of universities, colleges and vocational schools are not commensurate with the quality requirements of the labor market in the industry. It is difficult for enterprises to immediately use the trained students, leading to low remuneration. In terms of assessment, according to the survey with VLA and VLI in 2019, 90% of surveyed enterprises deployed personnel assessment, proving that the enterprises were very aware and appreciated the employee evaluation. However, there are still up to 10.8% of enterprises surveyed do not conduct employee assessment, proving that some enterprises have not really paid attention to this work. Regarding the capacity assessment, according to the 2018 Vietnam Logistics White Paper (VLA), over 45% of surveyed employees have good qualifications and work experience, about IT proficiency and the foreign language ability: only about 29% of the staff are rated good and over 41% are rated fair, the ability of workers to work in the international environment is rated at a good level of 29.5% and fair level of 33.6%. In terms of skills, independent working skills scored the highest by enterprises at 3.412 (out of 5), followed by communication skills, learning and discipline skills, computational knowledge and skills followed by analytical skills, problem solving skills and working under pressure skills. Emotional judgment skills scored the lowest with an average score of 2.85. The results of the above studies also showed that there are still enterprises which do not focus on employee assessment. In the context of Industrial revolution 4.0, technology changes rapidly, employees' skills need to be constantly improved and supplemented, employees need to adapt quickly and flexibly. Evaluate the performance and the capacity of employees is of great importance, helping enterprises overcome limitations, promote strengths, foster and improve professional skills; fix gaps in training and adapt with many new requirements. In human resource management, assessment is also the basis for continuing to plan human resources, planning training and development, transferring, and appointing, is a measure for enterprises to anticipate the ability to complete employee's job goals, business goals, are the basis for salary based on competency. 647
10. The results of the above research also showed that the soft skills of employees in logistics industry are still very low. This raises questions about the role of training institutions, ordering and coordination between enterprises and training institutions in fostering real vocational skills for students, in addition to professional training. In particular, it is necessary to aim at meeting the key skills of the logistics industry (creating, proactively, calculating, handling situations, solving arising complaints) to the rapid changes of technology and customer requirements in the current Industrial revolution 4.0. In summary, the above situation showed that the human resource management system of logistics in Vietnamese enterprises has been operating effectively in attracting, training, developing and retaining human resources in the short term, but lack of long–term vision to ensure sustainable human resources for the development of the industry in the present and future context. 4. SOME SOLUTIONS According to Deloitte research in 2020, the impact of Industrial revolution 4.0 and the emergence of generation Z in the workforce have created new trends and requirements in human resource management. Logistics is a growing industry with a high speed and a pioneer in international economic integration in Vietnam. Therefore, logistics enterprises must be more proactive, have a long–term vision in human resource management associated with the requirements of the Industrial revolution 4.0. This research proposes a number of solutions according to the current human resource management functions approach. 4.1. About human resources planning and recruiting Firstly, logistics enterprises need to quickly transform digitally, but first of all, in human resource management, because "digital human resources management will cover the foundation of technology, people and jobs" (Nguyen Thi Nam Phuong, 2019). It is necessary to build an information system and a digital database on the entire human resources of the organization to make suitable, fast, real–time decisions. This is the key to support everything from operations, management to talent acquisition, training and financial operations. Therefore, the Human Resources Management Department not only needs to be proficient in analytical techniques but also master the professional contents to produce appropriate reports for decision – making at all levels of management. The feature of the logistics industry is also connecting information and data from many locations, many industries, many stages from input to output, so the information and data systems will be valuable support tools. Secondly, the right thing to do is that enterprise must plan their human resources, determine recruitment needs in terms of quantity and quality of their personnel, and help enterprises be aware of their personnel situation. Industrial revolution 4.0 will have a great impact on the structure of the economy, the ability of declining or even disappearing of many professions as well as the emergence of new professions are entirely possible, leading to huge changes in the employment structure. Robots, AI, computers and the internet have become mainstream application trends in the open economy. Therefore, enterprises may not only use permanent employees but also have the opportunity to cooperate with freelancers. Technology also helps the sharing economy grow, jobs will be redesigned, some traditional jobs may be lost. For example, with the application of 100% automatic customs clearance through the VNACCS/VCIS system may lead to decrease in the recruitment of staff in the position of customs clearance and increase the demand for human resources in a number of new logistics services sectors such as e-commerce staff, last mile delivery staff. Thirdly, while waiting for VLA to develop occupational skill standards (OS, OSS) for the logistics industry, enterprises need to urgently design job, analyze job (including job description, building standards, work performance evaluation criteria), as the basis for performing other human resources functions such as recruiting, training, developing and retaining human resources. These documents also need to be widely shared with training institutions to serve as a basis for setting training outcomes. 648
11. Fourthly, in order to ensure the quantity and quality of logistics human resources to be recruited, the HR management departments of units should not only pay attention to recruiting available human resources through familiar channels to respond with short–term instant requests. Human Resources Management Department should be proactive in establishing formal, long–term cooperation with training institutions that closely align the interests and responsibilities of both sides in career guidance for students, and commit to supporting Internships and jobs for students after graduation. Fifthly, enterprises that need large–scale recruitment or scattered operations in many places can prepare for the use of artificial intelligence to recruit. Candidate search will be aided by many tools today such as social networks, analytics, and software integrating cognitive capabilities to search in a new way. Next is the application of artificial intelligence, robotics (Chabot) to evaluate candidates' capabilities, analyze, select and handle a large amount of work of employers, thereby making decisions faster and recruit larger quantity. 4.2. Human resource training and development Firstly, human resource training and development policies need to be changed in a continuous direction, throughout, and updated in real time. In the 4.0 era, many jobs often change or the way of doing requires new skills to be constantly improved. Therefore, enterprises must orient their employees to a lifelong learning experience, allow employees to quickly build skills, adapt easily during the working process and get promotion in career. Secondly, if the training institutions cannot afford to invest themselves, enterprises can together with schools to build an online training logistics platform (E–platform) to be a place to share learning and teaching materials, networking connecting trainers and learners, e–learning, simulation classrooms. This system also helps connect training institutions and enterprises in accordance with the trend of the sharing economy. In the context of lacking of the practical experience and in–depth knowledge lecturers at schools, and in–company internship instructors and only concentrated in big cities, this will help train human resources for the industry in many localities at low cost. Thirdly, enterprises need to contribute more actively to the training program of schools towards the development of the industry and welcome trainee students, suggest the school to actively design courses according to needs (Tailor–Made), let lecturers from enterprises teach at the school and adjust the internship time frame to suit the enterprises. It is necessary to develop forms of training under the guidance of enterprises (industry–led vocational education and training) to ensure sustainable and quality human resources. Fourthly, in the Industrial revolution 4.0 trend, there will be industries lost and new jobs formed (such as e–logistics), so training and retraining of enterprises need long term preparation and uptrend. Enterprises must proactively design job descriptions, work standards to order training organizations or proactively train before new technology or intelligent organizational practices are adopted. 4.3. About retaining human resources Firstly, aim to reduce the frontiers of traditional online management, empowering good employees more. In Industrial revolution 4.0, enterprises require dynamism, diversity, need young leaders or new leadership models, in order to catch up with the "digital path" to accelerate development. The spirit of shared governance, participatory governance towards the decentralization of employees to create new seeds of leadership, unleashing creativity, promoting organizational change is increasingly consistent with the digital era, especially in the logistics industry, which is a pioneer in international economic integration. Secondly, managing work by efficiency, by outcome, or by target (MBO) will motivate enterprises and employees to develop together. This model has been applied in the West since the end of the last century, but is increasingly effective in the Industrial revolution 4.0. Enterprises are reducing their focus on due diligence, instead focusing on training and listening to continuous feedback, setting goals 649
12. with employees, implementing new work patterns on a larger scale. This contributes to increased productivity and changes in organizational culture, helping the organization to adapt quickly to environmental changes. Thirdly is about financial compensation, when the quality of new recruits is increased, enterprises need to increase the minimum wage at market prices and renew the method of payment. The application of salary payment 3P and OR attached with KPI methods will also help enterprises stimulate employees to work more efficiently according to output, avoiding equaling according to the current regular payroll scale. Timely rewarding on a monthly, quarterly basis, or for achievements and initiatives will also contribute to promoting employee's excitement and creativity. Fourthly is about non–financial compensation, paying attention to building an environment to experience the life and work of employees by culture, connection and listening to each other. In the new era, enterprises need to focus on allowing employees to build ways of interacting at work, quick two–way communication with colleagues, superiors, subordinates and many information utilities to have motivation to do the job. In addition, creating a safe, friendly working environment or organizing collective activities to engage employees will help leadership, management listen to employees’ difficulties and contributions. Combined all the above solutions, management will have a variety of response channels from stakeholders in a very timely manner in real time, served as a basis for quick and effective decision making in the current context. 5. CONCLUSION Research has shown that the human resource management of logistics in Vietnamese enterprises today has had certain results, contributing to the overall growth of the industry. However, research has also shown that in general, enterprises still lack the initiative to prepare and have no plans to recruit, train and develop, and maintain human resources in the long term, and at the same time lack of close linkage, and practical to business. Logistics is an industry with a high growth rate and high integration, affected by and changing rapidly in the Industrial revolution 4.0. Therefore, the human resource management system of logistics needs to be very proactive and well prepared to attract, train, develop and maintain human resources, even to exploit the benefits of Industrial revolution 4.0 such as building e–learning system, using AI in large–scale recruitment and evaluation, building big data in human resource management, developing social listening system. The research has recommended a number of solutions to not only overcome current limitations but also to motivate enterprises to actively exploit the advantages of Industrial revolution 4.0 in human resource management. REFERENCES 1. Decision No. 200/QD–TTg dated February 14, 2017 approving the Action Plan to improve competitiveness and developing Vietnam's logistics services to 2025. 2. Do Anh Duc, Truong Thi Hue. (2018), Building the model of innovation–oriented university in the context of industrial revolution 4.0. Journal of Asia–Pacific Economy, No. 512, March 2018, pp. 25–27. 3. Doan Thi Hong Van and Pham My Le. (2013), Logistics development: The theoretical and practical issues. Development and Integration Journal, No. 8 (18) – January–February 2013, p. 27–33. 4. Guidance of the Logistics Performance Index (LPI). 2020. Retrieved at n/web/guest/timkiem?p_p_id=CmsViewTimKiemBaiViet_WAR_CmsViewEcoITpo rtlet&p_p_lifecycle=0, September 5, 2020. 5. Hay Group Logistics Manpower Study. (2016), Logistic Industry Career guide. 6. McGuire & Jorgense. (2011), Human Resource Development: Theory and Practice. SAGE Publications Ltd. 650
13. 7. Ministry of Industry and Trade. (2018), Vietnam logistics report 2018: commercial and electronic logistics. Industry and Trade Publishing House. 8. Ministry of Industry and Trade. (2019), Vietnam Logistics Report 2019: Logistics increases the value of agricultural products. Industry and Trade Publishing House. 9. Nguyen Thi Nam Phuong. (2019), The inevitable change of Human Resource Management in Industrial revolution 4.0. –doi–tat–yeu–cua–quan–tri–nguon–nhan–luc– trong–cmcn–4_0/, on September 3, 2010. 10. Nguyen Minh Quang, Van Cong Vu. (2020), Improving the quality of logistics human resources through connecting training organizations with logistics enterprises. Journal of Science and Technology Hung Vuong University, Vol. 18, No. 1 (2020), p. 12–23. 11. Pham, P.N.L., Nguyen, T.T.H. (2020), The Supply Chain and Logistics of Vietnam in International Economic Integration. International Business Research, Vol. 13, No. 7; 2020, p. 27–44. 12. Tran Kim Dung, 2011. Human Resource Management. HCMC General Publishing House. 13. Vietnam Logistics White Paper 2018, Vietnam Association of Logistics Service Enterprises. Culture Publishing House. 14. Vietnam Association of Logistics Services and Vietnam Logistics Research and Development Institute (2019), Report on current status and human development recommendations for Vietnam's logistics industry in 2019. Human Resource Development Forum for Logistics Industry and Future Trends in Vietnam 2019. Ho Chi Minh City 16 May 2019. 15. www2.deloitte.com 651