technical report tourism manpower analyses in mekong delta of...

Technical Report

Tourism Manpower analyses

in Mekong Delta of 3 provinces

Kien Giang, Can Tho City & An Giang in 2015

October 2015

Programme No. DCI-ASIE/2010/21662

Manpower Survey 2015 P a g e | 2

Table of Contents Table of Contents .............................................................................................................................................2

Abbreviations ...................................................................................................................................................4

1 Executive Summary .................................................................................................................................6

1.1 The purposes of task ........................................................................................................................6

1.2 Scope of task ....................................................................................................................................6

1.3 Time of task: .....................................................................................................................................7

1.4 Methodology and survey process ....................................................................................................7

1.5 The issues and recommendation .....................................................................................................8

1.5.1 Critical issues within the tourism industry in the Mekong Delta region .................................8

1.5.2 Recommendation of tourism man power in Central coast......................................................9

2 Background .......................................................................................................................................... 12

2.1 Vietnam Tourism and the issues of tourism man power .............................................................. 12

2.2 The tourism context of Mekong Delta region with 3 provinces Can Tho city, Kien Giang and An

Giang 13

2.3 Forecasting for tourism growth and tourism labor demand to 2020, vision 2030 ...................... 14

3 Man power analysis in Mekong Delta region with 3 provinces Can Tho city, Kien Giang and An Giang

15

3.1 The database, available information about the man power ........................................................ 15

3.1.1 Job titles: ............................................................................................................................... 15

3.1.2 Vietnam Tourism Occupational Standards (VTOS) ............................................................... 16

3.1.3 Training needs ....................................................................................................................... 18

3.2 Man power analysis in accommodation sector in Mekong Delta region with 3 provinces Can Tho

city, Kien Giang and An Giang ................................................................................................................... 19

3.2.1 The database of accommodation establishments in Mekong Delta Region with 3 provinces

19

3.2.2 Labor analysis ........................................................................................................................ 22

3.2.3 Labor Performance ............................................................................................................... 24

3.2.4 Human Resource Practices ................................................................................................... 28

3.2.5 Conclusion and recommendation for man power in accommodation sector ...................... 41

3.3 Manpower analysis in Travel sector in Mekong Delta region with 3 provinces can Tho city, Kien

Giang and An Giang .................................................................................................................................. 42

3.3.1 The information of International travel licensed enterprises and Tourist Guides ............... 42

3.3.2 General information of Labor in travel field ......................................................................... 43

3.3.3 Labor Performance ............................................................................................................... 46

3.3.4 Human Resource Practices ................................................................................................... 48

.............................................................................................................................................................. 54


3.3.5 Conclusion and recommendation for travel field ................................................................. 57

3.4 Manpower analysis in Education Institution/ vocational tourism training colleges in Mekong

Delta region with 3 provinces Can Tho city, Kien Giang and An Giang .................................................... 58

3.4.1 Training Programs ................................................................................................................. 58

.................................................................................................................................................................. 64

3.4.2 Teaching Capacity Development .......................................................................................... 64

3.5 Issues and recommendation for man power in accommodation and travel fields in Mekong

Delta region with 3 provinces - Can Tho city, Kien Giang and An Giang .................................................. 74

3.5.1 Work Performance ................................................................................................................ 74

3.5.2 Hiring ..................................................................................................................................... 75

3.5.3 Training ................................................................................................................................. 76

3.5.4 Employee Separation ............................................................................................................ 77

3.5.5 Compensation ....................................................................................................................... 77

3.5.6 Vocational training ................................................................................................................ 78

Annex 1: Sample VTOS Job Information: Front Office Occupations ............................................................. 80

Annex 2: Study’s Questionnaires .................................................................................................................. 86

Reference .................................................................................................................................................... 102


Abbreviations

General Abbreviations

AAGR Average Annual Growth Rate

ASEAN Association of Southeast Asian Nations

ANOVA Analysis of Covariance

DCST Department of Culture, Sports, and Tourism

DOLISA Department of Labor, Invalids, and Social Affairs

DMO Destination Marketing Organization

ESRT The Environmentally and Socially Responsible Tourism Capacity Development Programme

HR Human Resource

HRM Human Resource Management

KSAO Knowledge, Skills, Ability and Other characteristics

O*NET Occupational Information Network

PIU Project Implementation Unit

SEDP Socio-Economic Development Plan

UNWTO United National World Tourism Organization

VNAT Vietnam National Administration of Tourism

VTOS Vietnam Tourism Occupational Skills Standards

Room Types

DLX Deluxe

STD Standard

SUP Superior

SUT Suite

Positions

CHF Chef

CPP Commis Pastry

ECC Executive Chef

EHK Executive House Keeper

FBM Food and Beverage Manager

FDA Front Desk Agent

FOM Front Office Manager

FOS Front Office Supervisor

FSR Floor Manager

HDW Head Waiter

LMA Laundry Manager

PMA Product Manager

SMM Sales & Marketing Manager

TCN Travel Consultant

TGE Tour Guide

TOA Travel Operator

Training Programs

BOM Bar Operation & Management

EFH English for Hospitality

EFT English for Tour Operation

FBM Food and Beverage Management


FDP Food Production

FOO Front Office Operation

HKO Housekeeping Operation & Management

HTM Hotel Management

RSM Restaurant Management

TGD Tour Guiding

TOP Tour Operation

TRS Tourism Studies

TTM Travel and Tourism Management

VNS Vietnam Studies


1 Executive Summary The EU-funded Environmentally and Socially Responsible Tourism Capacity Development Programme

(ESRT) is a sector capacity-building programme for all major stakeholders in the tourism sector in Vietnam.

It is designed to mainstream responsible tourism principles into Vietnam’s tourism sector to enhance

competitiveness and contributing to achieving the Socio-Economic Development Plan. The ESRT purpose

aimed at Policy support and institutional strengthening, Product competitiveness and public-private-

dialogue and Vocational education and training in the tourism sector.

To support tourism human resources development, ESRT project has implemented several surveys,

researches on many aspects of the tourism human resources, such as "Training Needs Assessment in 2013",

"Tourism management human resource data base report 2015" and building software "Tourism

management human resource".

The ESRT project has implemented the "Manpower analyses in Mekong Delta of with 3 provinces included

Kien Giang, Can Tho city and An Giang in 2015" in order to make recommendations to the State

management organizations in local tourism, the business sector in the field of tourism accommodation and

travel, and vocational colleges for making of local tourism human resources development plans and

developing policy for new training and training in working place, as well as the selection/ recruitment staff

in tourism enterprises.

1.1 The purposes of task The current study aims to:

Provide an overall picture of labor analysis in the three key tourism sectors: accommodation

services, travel services, and tourism vocational training colleges;

Understand the strengths and weaknesses of the workforce in the tourism industry

Understand and identify issues with regard to the human resources practices used by businesses in

the tourism industry

Provide HR related recommendations (e.g., recruitment, selection, training and development) for

the provincial governments and tourism management agencies (e.g., DCSTs and DMOs), the

industry, and tourism vocational training colleges to deal with the identified issues more effectively.

1.2 Scope of task

A desk study with secondary data with various sources of information including international

reports on Tourism (e.g., Annual Tourism Report 2013 by UNWTO), reports on Vietnam Tourism

sector (e.g., Training Needs Analysis of Vietnam Tourism Industry 2013 by ESRT programme,

Vietnam Annual Tourism Report 2013 by VNAT, Vietnam Lodging Industry Hotel survey 2012, 2013,

2014 by Grant Thornton, and Vietnam Tourism Occupational Skills Standards (VTOS) 2013) and

annual provincial Department of Culture, Sports, and Tourism.

Survey questionnaires were designed using the data from the secondary sources for the three key

sectors in the tourism industry: accommodation services, travel services, and tourism vocational

training colleges. The size, scope, better structure and more standardized procedures of 2 – 5 star

hotels and major travel businesses will allow us to understand better about the challenges faced

by the sectors in the tourism industry.


Table 1: Total number of organizations participated in the study

An Giang Can Tho Kien Giang

Accommodation sector

12 38 31

Travel enterprises 7 11 9

Tourism vocational training colleges

3 2 1

According to updated figures of VNAT in 2015 a total of 3 to 5-star hotels in the Mekong Delta region (Can

Tho city, Kien Giang and An Giang) is 31, so the survey interviewers has been taken from 2 star hotels. Total

international licensed Tour Operators enterprises in the Mekong Delta region (Can Tho city, Kien Giang and

An Giang) is only 12, so the survey had been taken more domestic tour operators and agents.

The survey and analysis conducted only for management positions and key jobs in above

accommodation establishments and tour operators, therefore these positions have big impacts on

the operation of the tourism business.

1.3 Time of task: From June to October, 2015

1.4 Methodology and survey process

Studying data/ documents to collect general information on related topics. Reviewing the

information on the source and the associated data in the field of accommodation and travel with

the VTOS standards and reference Occupational Information Network (O * NET) for a thorough

understanding of the field research, especially the important trends in the tourism sector, the

tourism development challenges and prospects.

Studying tourism statistics database, visitor survey 2013/2014 to determine the focus of task, such

as the growth rate of tourists, revenue from tourists, the works need, or the main job titles.

The team of ESRT experts discussed and clarified the purpose and scope of the task, the approach,

the stakeholders, based on which developed plans to perform the tasks and specific plans with each

activity.

Develop survey questionnaires on three main fields of the tourism industry: accommodation, travel

services and tourism vocational training.

Develop survey plans and training surveyors: providing necessary information for data collection

including the objectives of the task, the content and structure of the survey and interview skills.

The comments from the investigation team is also considering to complete a survey questionnaire.

After completion of the fieldwork, the collected data will be entered into the Epidata software,

cleaned and exported to statistical software (SPSS) to analyze and report writing.

Based on initial findings, a series of in-depth interview questions was drawn to further explore the

findings drawn from standardized questionnaires. A smaller sample of business participated in the

study was contacted to conduct the in-depth interviews. Those businesses were chosen with the

assistance from the HR team at the provincial Department of Culture, Sports, and Tourism (DCSTs)


to make sure they were representative of the larger population of education institutions, hotels,

and travel businesses.

Complete reporting of the manpower analysis of Central Coast tourism regional with 3 provinces -

Thua Thien Hue, Da Nang city and Quang Nam.

1.5 The issues and recommendation

1.5.1 Critical issues within the tourism industry in the Mekong Delta region

The man power quality

The lack of a capable workforce is the biggest concern in both accommodation and travel sectors.

Despite having a majority of the work force evaluated as satisfactorily meeting the requirements

of the jobs, there was at least 10 – 20% of the staff in the travel sector and close to about 50% of

the staff in the accommodation sector were identified as poor performers.

The results also indicated that certain areas of performance such as core (basic and essential skills

for anyone to do the job), managerial (managing, supervising or influencing the work of others) and

responsible (specific skills required for the enhancement of services and products towards a

sustainable tourism development competency units) need immediate solutions. These competency

units do not only affect the work quality of the job incumbents but also have a negative impact on

the quality of others’ work and the performance of the business.

The man power quantity

Organizations found it was more difficult to staff managerial positions as compared to the non-

managerial positions in both sectors. The issue can be attributed to the way organization attract

and select job candidates for the vacant positions. More specifically, ineffective recruitment can

negatively influence the ability of organizations to attract enough qualified candidates and seriously

hamper the effectiveness of other HR functions such as selection and training. The current most

frequently used recruitment sources such as Internal Source, Referral from Current Employees and

Specialized Job Search Websites are good and reliable, however, leaving out college recruitment

and company own website might limit the effectiveness of the recruitment efforts.

In addition, the lack of reliable and valid selection tools can seriously impact the quality of the

workforce. The modest use of scientifically validated selection tools such as Ability Tests,

Personality Inventories, and Assessment Centers suggested that there is much room for

improvement in how organization select employees for their vacant positions. The results also

indicated that organizations were not satisfied with their current selection systems with some more

popular selection methods such as biodata, work samples, and interviews. This issue is particular

important because the quality of the selection process determines directly the quality of the

organization work force.

The mentioned quality and quantity issues with the current workforce in the tourism sectors pose a serious

challenge for Vietnam in its integration into the regional and global economy (i.e., ASEAN Economic

Community). More specifically, key positions in the tourism sectors (e.g., accommodation and travel

businesses) in Vietnam are more likely to be filled with foreign personnel as the industry struggling looking

for qualified staff in the future. This may seriously jeopardize the capacity of the industry to achieve the

objectives set by National Tourism Development Strategy to 2020 vision to 2030.


Training is needed but not all businesses are prepared

Surveyed organizations indicated that training was considered very important for the positions in the

current study. However, only about 60% - 70% of the organizations in both accommodation and travel

sectors seemed to be prepared for this challenging task by having a dedicated budget for training.

Businesses indicated that on-the-job and in-house trainings were the main approaches to training within

the organizations. However, they also indicated that training quality are often compromised because lack

of funding or lack of qualified trainers.

Low compensations can be discouraging for some positions

Compensation varied greatly across positions and sectors (i.e., accommodation and travel). While some of the managerial positions receive attractive compensation, many other non-managerial positions were paid just above the minimum legal wage. Accommodation sector received much lower compensation in comparison with travel sector across all positions.

Research have found that lacking of internal equity and external equity might lead to undesirable outcomes such as poor performance, lack of organizational commitment, job satisfaction, and turnover. This could explain why alternative job opportunities from competitors were the major reason for people to turnover in both accommodation and travel businesses.

Vocational Training colleges offer no solutions to the current issues identified in the

study

Among the 13 available programs at the 6 vocational training colleges 100% of them were offered at the Associate’s degree and lower and there was no program at the Bachelor and Master levels. As a result, this could potentially be an issue as there are not many training opportunities for office and managerial positions.

Looking into the next 5 years, the data suggested that there would be little change in the overall picture of the Tourism education in the region. In the new programs to be offered by 2020, only 15% of the new programs would be offered at the Bachelor’s degree and there would be no Master program.

1.5.2 Recommendation of tourism man power in Central coast

Recommendation for state management tourism organisation in provincial lever

The manpower development plan of local tourism should base on the strategy and planning of tourism development in the region/ province, as well as on annual statistics on the number (increase / decreased), the accommodation establishments number and the number of current employees working in tourism field, in order to analyze the deficient in quality and quantity of tourism workforce, timely adjustment plan for retraining, new training, and enhancing professional skills for working labor.

For the labor movement management in the region the provincial DCSTs should cooperate and share information, through the Working Group's for Human resource development in Destination management organisation (DMO) to provide timely solutions that meet quality and quantity requirements of the tourism labor market.

For training: DMO and the DCSTs should promote public - private cooperation, proactively working with vocational tourism training and tourism businesses sector to develop an educational - practice partnership, with the purpose of trained students having ready for work sufficient knowledge, skills and experience; increasing the number of skilled workers to meet the actual requirements. DMO and the Department of Culture, Sports and Tourism to work closely with the Ministry of Culture,


Sports and Tourism, VNAT and non-government (such as ESRT Project) to be able to take advantage of vocational training support for the region/ provinces.

Policies development must focus on encouraging self-improving occupational skills workers, encouraging enterprises interested in training and retraining in working place, encouraging vocational tourism training colleges developing in market oriented, and create a working environment better days.

Public Private Partnership in tourism manpower should focus on improving in all aspects such as local information on works, labor, and occupational skills training, as well as using of the Web site, the provincial / regional information center to provide and update the policies, programs, and information on tourism workforce.

Recommendation for tourism businesses sector

Organizations should base their human resource activities on accurate job analysis information. Job analysis is the process that determines the important tasks of a job and the human attributes necessary to successfully perform those tasks (Landy & Conte, 2009). Typically, a job analysis process provides a wide range of information such as tasks, tools and technology, knowledge, skills, abilities, work activities, work context, education, interest, work styles, and work values. The information derived from job analysis can be used for many different purposes including developing job description, recruitment and selection, training, career development, performance appraisal, and compensation. Two job information databases (i.e., VTOS and O*NET) were recommended because of their rigorous and scientifically-based development process and its availability (free of charge) to small and medium businesses.

For recruitment, organizations should consider the recruitment as a ‘sales activity’ in which you are trying to convince people to come and work for your organization. Recent research suggests that organizational reputation and values are considered by prospective job candidates. In addition to the internal sources, organizations should seek for their future staff beyond the organizational boundary to attract more the qualified candidates for the job. Recruiting from external labor market may also bring significant changes diversity, perspectives, and innovation, which are important elements for a modern work environment.

For selection, it is recommended that organization should build assessment system on the required knowledge, skills, ability and other characteristics derived from the job analysis (e.g., using VTOS or O*NET). With a good understanding of the KSAOs, organizations can design or select suitable selection tools that are reliable and valid. It is very important for organizations to collect and document validity evidences of the selection tools for continuous improvement and legal compliance needs.

For training, efforts should focus on fixing the performance issues identified in the current study namely core, managerial, and responsible competency units because of their importance to the quality of others’ work. For more information on the training needs, readers are recommended to refer to the Manpower and Training Needs Analysis 2013 report which provides a comprehensive analysis of the current training needs of various sectors in the tourism industry. In addition, since on-the-job training is overwhelmingly the most frequently used training options, it is recommended that organizations should provide trainers, usually the most skilled staff or supervisors, training on training knowledge and skills. These knowledge and skills include effective communication skills, a solid understanding of how people learn, and the ability to flexibly adapt different learning principles to training. Businesses should seek professional support from outside stakeholders such as ERST programme or DCSTs in conducting key trainings for their staff. Finally, it is important to approach training concertedly as a whole sector/industry since a majority of the businesses are small and privately owned.


For performance management and compensation, organizations are recommended to evaluate their compensation systems using job analysis information. By identifying all compensable factors (efforts, skills, responsibility, and working condition) for all jobs and evaluating jobs using a predetermined evaluation system, organizations can make sure they compensate fairly within the firm. In order to facilitate equity in compensation, it is suggested that organizations should utilize VTOS’s competency units in performance appraisal because it requires raters to differentiate an individual performance across different aspects of the jobs. In addition to fairness, this will facilitate the performance feedback by allowing managers to give more specific responses to their staff and organizations can design more appropriate training for their employees.

Recommendation for tourism vocational training colleges/ centers

It is recommended that tourism vocational training colleges/ centers should focus on enhancing the practical and industry experience of teaching staff and provide assistance to improve students’ effective learning strategies in order to improve training quality. With the support from the industry in terms of offering internship opportunities for teaching staff and students and participating in the design of the curriculum, schools can significantly improve its relevance to the industry.

The tourism vocational training colleges/ centers should consider using the material provided by the VTOS in redesigning their hospitality or tourism curriculum. In addition, tourism vocational training colleges/ centers welcome opportunities for interactions between students and businesses and support businesses in their recruitment efforts. College recruiting is the single most effective recruitment source for entry level jobs in the industry.

Conduct a needs of labor market analysis and evaluation on responsibility of vocational tourism training quality for the market requirements.

Make the opportunities for interaction between students and businesses sector, supporting enterprises in recruiting trained students. Recruitment from the tourism vocational training colleges are the most effective sources of recruitment for new staff positions.


2 Background

2.1 Vietnam Tourism and the issues of tourism man power Tourism plays a leading role in the Social – economic development of Vietnam. It is an area where

government has placed great emphasis as it is considered a vehicle of growth for the economy, and thus

for the people of Vietnam, supports employment, poverty reduction, economic restructuring.

Despite an increasingly important role for the national and local economy, Vietnam tourism is facing many

challenges, arising from market changes, the level of competition and environmental degradation bare. The

tourism success development experience in the world show that the tourism industry can overcome these

challenges needs a capable workforce with high knowledge, skills and behavior standards. Therefore the

continued training and retraining of the labor force is a commitment to ensure the quality of enterprise

services, plays an essential role to create competitiveness for each tourism destination. These challenges

require the tourism industry, government authority (such as Vietnam National Administration of Tourism)

and vocational training colleges should be required fundamental change in the training and planning human

resource development.

According to the World Economic Forum (WEF-2015) indicators on labour competitiveness of Vietnam

tourism ranks 55/141 countries, but there are some index Vietnam behinds a lot countries such as the

recruitment of skilled employees (107/141); customers problem solving skills (104/141) or indicators of

qualified, trained staff levels as the table below.

Index Ranks in 141 countries

Qualification of the labour force 85

Extent of staff training 85

Treatment of customers 104

Labour market 37

Hiring and firing practices 64

Ease of finding skilled employees 107

Pay and productivity 23

Female labour force participation (% to men) 23

Currently, the demand from the tourism business for well-skilled labor is increasing, while the vocational

tourism training system cannot meet fully, making tourism businesses face many difficult problems in

recruiting and maintaining the labor force quality, knowledge and work experience. That reality requires

As Annual Tourism report in 2014 (by VNAT with ESRT project technical support):

The tourism receipt was 302,026 billion VN Dong

Tourism contribution to GDP was 255,538 billion VN Dong, included 144,773 billion VN Dong directed contribution

Tourism contribution to GDP percentage was 6,49%, included 3,68% directed contribution

Tourism created 2,952,678 works with 5.6% total country works, included 1,597,887 directed works with 3.03% total country workforces.


strong improvements in the training and development plan of human resources development to meet the

needs of the industry.

In order to support more positive for the tourism industry, ESRT project has been implementing many

technical assistance activities in teaching, organizing vocational VTOS trainers training courses, making the

assessment studies, analyzing aspects of tourism human resources, capacity building in the planning,

management and workforce development of the tourism industry.

2.2 The tourism context of Mekong Delta region with 3 provinces Can Tho city, Kien

Giang and An Giang In recent years, the number of tourists both domestic and international to Mekong Delta in general and

the Mekong Delta region with 3 provinces in particular increased steadily each year. Tourists are mainly

domestic tourists, a high proportion as 98.8% of tourists visited An Giang province were domestic, 83.9%

of tourists visited Can Tho and 87.5% of tourists visited Kien Giang in 2014 were domestic. It shows that

up to now this area not yet attracts international tourists.

According to statistics of the Provincial Department of Culture, Sports and Tourism (DCST) and the Institute

of Tourism Development Research (ITDR) the growth in visitors and revenue from visitors in Mekong Delta

region with 3 provinces show in the figure below.

Figure 1. The Inbound tourists visiting in 2013-2014 (person)

Figure 2. The Domestic tourists visiting in 2013-2014 (person)

Can Tho Kien Giang An Giang

211350

152830

57310

220280199120

61000

2013 2014


1,040,300 1,043,300

5,668,700

1,147,400 1,394,000

5,939,000

2013 2014


Figure 3. The Receipt from tourists in 2013-2014 (thousand billion VND)

2.3 Forecasting for tourism growth and tourism labor demand to 2020, vision 2030 According to the Master plan for Vietnam Tourism development to 2020, vision to 2030 the forecasting of

tourism growth in the Mekong Delta region as below figures:

Figure 4. Forecasting for Inbound tourists (thousand people)

Figure 5. Forecasting for domestic tourists (thousand people)

2013 2014

975.991,169.231,132.00

1,538.00

320 343


400000

550000

110000

550000

800000

250000

800000

1000000

350000


2020 2025 2030

10000001100000

700000

1400000 1400000

950000

17000001800000

1200000


2020 2025 2030


Based on the forecast growth of tourists to the Mekong Delta region, the demand for tourism workers is

forecasted in the table below.

Table 2. Forecasting of tourism workers demand in Mekong Delta region to 2020 vision to 2030

Province Workforce 2020 2025 2030

Can Tho city

Tourism directed workforce 9.800 12.200 16.000

Tourism undirected workforce 19.600 24.400 32.000

Total 29.400 36.600 48.000

Kien Giang



Total 30.600 38.100 49.800

An Giang



Total 16.500 20.700 27.600

Source: ITDR according to the Master Plan of Vietnam Tourism development (selected scenario)

3 Man power analysis in Mekong Delta region with 3 provinces Can Tho

city, Kien Giang and An Giang

3.1 The database, available information about the man power

3.1.1 Job titles: Rather than focusing on all job titles at all levels (i.e., manager, supervisor, and staff) and divisions of labor

(i.e., front office, housekeeping, food production, food and beverage, travel agencies, and tour operators)

related to the tourism industry, we decided to focus on job titles that are more likely to have a high impact

on the operation of businesses. We started with the 32 ASEAN job titles in six common labor divisions as

follows:

32 Job Titles – Six Labor Divisions ▼ ▼ ▼ ▼ ▼ ▼

HOTEL SERVICES TRAVEL SERVICES

Font Office House

Keeping

Food Production

Food and Beverage Service

Travel

Agencies

Tour Operation

Front Office Manager

Executive

Housekeeper

Food Production

F&B Director General

Manager

Product Manager

Front Office Supervisor

Laundry Manager

Demi Chef F&B Outlet Manager

Assistant General

Manager

Sales & Marketing Manager

Receptionist Floor

Supervisor Commis Chef Head Waiter

Senior Travel Consultant

Credit

Manager

Telephone Operator

Laundry

Attendant

Chef de Partie

Bartender Travel

Consultant

Ticketing Manager


Bell Boy Room

Attendant

Commis Pastry

Waiter Tour

Manager

Public Area

Cleaner Baker

Butcher

Figure 7: ASEAN Job Titles

For the accommodation and travel services, the survey aims to collect key information regarding the work

force including:

(1) Labor statistics (e.g., total number of staff, gender, education & training, and work arrangement);

(2) Labor performance (i.e., overall performance and performance across VTOS competence units);

(3) Key Human Resource (HR) practices (e.g., hiring, training, employees’ turnover, training, and

compensation).

For the education institutions, the survey focuses on capturing:

(1) The types of training being offered and what they plan to offer in the near future (i.e., in 2020);

(2) Faculty statistics (e.g., total number of teaching staff, gender, education, and work arrangement);

(3) HR planning (e.g., HR planning, turnover statistics, and training needs); and

(4) Factor influencing training quality.

3.1.2 Vietnam Tourism Occupational Standards (VTOS)

The introduction of VTOS certification and standards offers businesses in the Tourism sector a new

benchmark tool to compare the quality of the Tourism work force in the country against international

occupational standards. It was our purpose to investigate how popular the VTOS certificates were among

positions included in the current study. In consultation with the key experts in the accommodation sector,

we also counted the training courses covering contents similar to VTOS occupational qualifications offered

to the staff at the surveyed businesses as VTOS trainings. Table 3 provides more information on the VTOS

Level.

Table 3: VTOS Levels

VTOS Level Description

Level 1 (Certificate 1) Unskilled jobs at entry level. a) Be capable of performing simple and/or repeated

tasks; b) Understand and have a basic knowledge about a narrowed scope of

operation in some occupational aspects, be able to apply some certain

knowledge to work performance; c) Be able to receive, take note and transfer

the information at request, be partially responsible for their own work results

and products.

Level 2 (Certificate 2) Semi-skilled jobs. a) Be capable of performing simple, repeated works and some

complicated works in a variety of situations, but guidance is needed; b)

Understand and have a basic knowledge about the occupational operations; be

able to apply some professional knowledge and introduce some measures to

deal with regular issues in work performance; c) Be capable of considering,

estimating and explaining information; be capable for working in groups,

working independently in some cases and taking a significant responsibility for

their own work results and products.

Level 3 (Certificate 3) Technical skilled jobs/supervisor or team leader. a) Be capable for completing

largely complicated tasks, various optional tasks and be capable of working


independently without guidance; b) Understand and have a basic knowledge

about the basic theory and professional knowledge of the relevant occupation;

be capable of application of professional knowledge and be able to perceive and

use the knowledge for solving regular problems in various circumstances; c) Be

able to perceive, analyze and appraise information from many different sources;

be able to guide other members in the teams/groups; be responsible for their

own work results and products in terms of quality according to the regulations

and take a partial responsibility for the work results and products produced by

other group/team members.

Level 4 (Diploma 4) First line manager positions/skilled technician. a) Be capable for accomplishing

most complicated tasks, highly optional tasks in various circumstances and be

capable for working independently with high autonomy; b) Understand and have

a broad knowledge about the basic theory, relatively deep professional

knowledge in some areas of the occupation; be able to transfer and apply the

knowledge and skills in a creative manner for solving complicated technical

problems in various circumstances; c) Obtain the know-how to analyze, appraise

the information and make use of the results for making opinions and

recommendations for the management and research purposes; be capable of

managing and handling the team/group in the work process; be self-responsible

for their own work results and products according to the regulations and be

partially responsible for the work results and products of the whole team/group.

Level 5 (Advanced

Diploma 5)

Middle Manager. a) Be capable for performing occupational tasks with high

proficiency, independence and autonomy; b) Have a broad understanding about

the basic theory and a deep professional knowledge about various occupational

areas; possess skills of analysis, diagnosis, designing and creativity for solving

problems in technical aspects, and management; c) Be capable of making

analysis and appraisal of information and summarizing in order to present their

own viewpoints and initiatives; manage and handle the team/group in the

working process; be self-responsible for their own work results and products in

terms of quality and be responsible for the work results and products of the

whole team/group according to regulated criteria and technical specifications.

Besides the overall job performance, we asked the managers of the hotels to evaluate their staff

performance based on VTOS’s 5 units of competence that specify particular skills, knowledge and

behaviors/attitudes necessary to fulfil the job requirements satisfactorily. Detailed descriptions of the

competency units are displayed in table 4.

Table 4: VTOS Units of Competence

Competencies Description

Functional (technical/professional)

Competencies are specific to roles or jobs within the tourism industry, and

include the specific skills and knowledge (know-how) to perform effectively (e.g.

food service, tour guiding; etc.).

Core (common) Competencies include the basic skills that most employees should possess (e.g.,

working with others, language and IT skills). These competencies are essential for

anyone to do their job competently.

Generic (job related) Competencies are those competencies that are common to a group of jobs. They often include general job competencies that are required in a number of


occupations (e.g., health & safety), as well as job specific competencies that apply to certain occupations more than others (e.g., close the shift).

Management Competencies are the generic competencies for roles in an organization that involve managing, supervising or influencing the work of others in some way. They may be specific to a job role (supervise housekeeping operations) or general to any supervisory/management role (arrange purchase of goods and services etc.).

Responsible Competencies are the specific skills required for the operation and management in the organization for the enhancement of services and products towards a sustainable tourism development, operations and products of responsible tourism.

3.1.3 Training needs According to the results from the "Training needs assessment in 2013" by ESRT project, the needs of skills

training in the future for two main fields as accommodation and travel references are needed for the

vocational training planning and programs.

Figure 8. The accommodation sector occupational skills training needs

For accommodation sector the highest requirement of training are communication skills (24%), foreign

languages (22%), teamwork skills (9%), soft skills (8%) and practical experiences (7%).

Communication Skills24%

Foreign Languages

22%

Teamwork Skills9%

Soft Skills8%

Practical Experiences

7%

Customer Service Skills

3%

Problems Solving Skills

3%

Up-selling Skills3%

Work Attitude3%

Others18%


Figure 9. The travel sector occupational skills training needs

For travel sector the highest requirement of training are communication skills (20%), teamwork skills

(14%), problem solving skills (8%), soft skills (6%) and foreign languages (6%).

3.2 Man power analysis in accommodation sector in Mekong Delta region with 3

provinces Can Tho city, Kien Giang and An Giang

3.2.1 The database of accommodation establishments in Mekong Delta Region with 3 provinces

Table 5. Updated accommodation establishments in region on December 31, 2014 by VNAT

Province/ city

Home stay

satandard

Other Guest

house

1

star

2 star 3 star 4 star 5 star Total

classified

Not yet

classified Total

Kien Giang

154 68 30 3 6 0 261 80 341

Can Tho 6 1 47 25 7 4 0 90 91 181

An Giang 16 14 6 3 1 0 44 0 44

Total 22 1 154 129 61 13 11 0 395 171 566

Source: VNAT-Hotel Department

Communication Skills20%

Teamwork Skills14%

Problem Solving Skills8%

Foreign Language

6%

Soft Skills6%

E-Commerce Skills5%

Knowledge of Society, Geology,

and Culture5%

Computer Skills2%

Independent Work Skills

3%

Life Skills3%

Listening Skill3%

Practical Experience

3%

Service Skills3%

Others19%


Table 6. Updated rooms establishments in region on December 31, 2014 by VNAT

Province/ city

Home stay

satandard

Other Guest

house

1 star 2 star 3 star 4 star 5 star Total

classified

Not yet

classified Total

Kien Giang

1790 1790 1396 216 529 0 5721 1517 7238

Can Tho 43 41 969 928 472 388 0 2871 2309 5180

An Giang 16 394 324 183 92 0 1097 0 1097

Total 59 41 1790 3153 2648 871 1009 0 9689 3826 13515


Table 7. Updated 3-5 star hotel in region in 2015 by VNAT

Province/ city 5 star 4 star 3 star

Number of

hotel

Number

room

Number of

hotel

Number

room

Number of

hotel

Number

room

Can Tho 8 447 5 474 0 0

An Giang 5 289 1 92 0 0

Kien Giang 3 216 7 650 2 871

Total 16 952 13 1216 2 871


Because of small number of hotel from 3 to 5 star this survey conducted from 2 star hotel. Although the

total number of hotel from 2 to 5 star only 22% of total accommodation establishment in the region but

the labour working in these hotels play a very important role in the occupational skills works and have big

impact in the quality of accommodation services in the region.

There were 81 hotels participated in the current study. The majority of these hotels (over 80%) are

independently owned. Nearly two-thirds (66%) are two-star hotels, about a third are three- and four-star

(18% and 15%), and only one five-star hotel. While Standard, Superior or Deluxe rooms have a

comparatively fair share of the cake, only 6% are suite rooms. The average occupancy rates over the last 5

years were from 57% to 60%, suggesting that hotel capacity were significantly underutilized.


Figure 10: Hotel Ownership

Figure 11: Hotel Ratings

Figure 12: Types of Room

Figure 13: Room Occupancy

83.0

17.0

Independent Chain

65.8

17.7

15.21.3

2 Star 3 Star 4 Star 5 Star

18.19

22.52

20.72

5.81

STD SUP DLX SUT

57.47% 58.71% 59.07% 58.73% 60.09%

0

20

40

60

80

100

2011 2012 2013 2014 2015


3.2.2 Labor analysis

Figure 14: Gender by Positions Figure 14 shows the percentage of male and female staff across different positions in the study. The bars

indicate the portion of male vis-a-vis female employees in each of the positions. While female were the

majority for the positions in Front Office and Housekeeping departments, nearly 95% of Housekeeping

Executives are female, there are generally higher percentage of male for positions in Food Production and

Food and Beverage departments in these hotels, with the highest male ratio as Executive Chefs (67%).

Figure 15: Education Level by Positions

47

.2%

45

.9%

37

.7%

19

.7%

26

.4%

17

.3%

36

.7%

67

.1%

38

.8%

47

.4%

61

.7%

63

.4%

45

.4%

52

.8%

54

.1%

62

.3%

80

.3%

73

.6%

82

.7%

63

.3%

32

.9%

61

.2%

52

.6%

38

.3%

36

.6%

54

.6%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

FOM FOS RCN EHK HKP LMA FSR ECC CHF CPP FBM HDW FBS

MALE FEMALE

10

%

10

%

10

%

62

%

50

%

77

%

18

%

51

%

71

%

58

%

40

%

32

%

40

%

25

%

33

%

36

%

22

%

27

%

16

%

33

%

43

% 16

%

42

%

32

%

38

% 36

%

65

%

57

%

54

%

15

%

22

%

49

%

28

%

31

%

24

%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


High School Associate Bachelor Postgraduate


Figure 16: Work Arrangement by Positions Figure 15 provides information on the staff education levels across key hotel departments. For the three

positions (i.e., FOM, FOS, and FDA) in the Front Office department, a majority of the staff hold a bachelor’s

degree ranging from 54% for FDA to 65% for FOM. To a much lesser extent, staff with a three-year associate

degree range from 25% for FOM to 36% for FDA. For the positions at the Housekeeping department, nearly

half of the Floor Supervisors hold a Bachelor degree, 33% have Associate degree and only 18% High School.

A majority of Housekeeping staff and managers have graduated from High school, with 50%, 62% and 77%

for HKP, EHK and LMA, respectively. Only a small number hold a bachelor degree, ranging from 7% for LMA

to 22% for HKP. In the Food Production department, most of the chefs (around 50-70%) have only a high

school diploma; a smaller number hold a three-year associate degree; and only 6% of ECC and 13% of CHF

hold a bachelor degree. Finally, in the Food and Beverage department, the division among three types of

education is quite similar. About less than a third of FBM have a bachelor’s degree and more that 30% of

the hold a three-year associate’s degree. It is also interesting to note that front line staff, or those directly

in contact with guests, generally have a higher education degree than those do not.

Figure 17: VTOS Training and Certification Figure 16 indicates the types of work arrangement at the surveyed hotels. The results suggested that a vast majority of the staff are full-timers, accounting for around 90% of the workforce. The highest level of part-timers is found with Executive Housekeeping, only more than half of them work full-time.

93

.3%

90

.2%

91

.0%

53

.0% 90

.7%

84

.0%

91

.8%

89

.9%

88

.1%

91

.2%

91

.7%

90

.1%

89

.2%

6.7

%

9.8

%

9.0

%

47

.0%

9.3

%

16

.0%

8.2

%

10

.1%

11

.9%

8.8

%

8.3

%

9.9

%

10

.8%

0%

20%

40%

60%

80%

100%


Full-time Part-time

13

.0

9.4

29

.0

14

.2

31

.1

17

.9

5.3

13

.9

24

.5

9.0

10

.3

11

.7

24

.1

14

.4

11

.3

21

.2

12

.5

22

.8

15

.6

13

.7

18

.2

19

.8

5.6 1

0.1 1

8.3

23

.3

21

.4

9.6

11

.5

15

.1

7.9

8.5

4.6

15

.9

6.4

3.2

15

.6 7.9

8.40.2

1.2

1.4

1.2

40

.68

64

.17

34

.42

51

.28

37

.32

57

.72

76

.42

39

.75

47

.96

81

.05

55

.22

60

.86

43

.55

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

FOM FOS RCN EHK HKP LMA FSR ECC CHF CPP FBM HDW FBSCertificate 1 Certificate 2 Certificate 3 Diploma 4 Advanced Diploma 5 No Certificate


Figure 17 suggests that the percentage of staff with VTOS-like trainings varies greatly across positions. The

positions with the most VTOS certificates and diplomas include FOM, RCN, HKP, ECC and FBS. Only 20% to

40% of supervisory positions like FOS, FSR, or CPP hold a VTOS. Certificates 1, 2 and 3 are more popular

among front-line staff like RCN, HKP, and FBS. Positions with Diploma 4 and Advanced Diploma 5 include

management positions like FOM, EHK, ECC and FBM. Only a very small number of positions in Front Office,

Food Production and Food Service also acquire certifications up to Diploma 4. It can be seen that VTOS is

still unpopular among staff of many positions in hotels of this region.

3.2.3 Labor Performance The following figures provide detailed description of the current job performance across the positions

surveyed in the current study. Besides the overall job performance, we asked the managers of the hotels

to evaluate their staff performance based on VTOS’s 5 units of competence that specify particular skills,

knowledge and behaviors/attitudes necessary to fulfil the job requirements satisfactorily.

Figure 18-31 provide the levels of job performance of the staff in different positions, either below

expectation, meet expectation or exceed expectation. Surprisingly, quite a large number, sometimes over

half of the staff perform below expectation. On average over 60% of all staff in all positions have low

performance with core competency or life skills. Very few positions perform above expectation. Those who

exceed expectation include managerial and supervisory positions such as FOM, FOS, EHK, FSR, ECC and FBM

and very few with other positions. Managerial and RT competency are expected among management

positions, at the same time functional and generic competency are highly expected from front-line staff.

However, less than only 40% of these managers (FOM, FOS, EHK, LMA, ECC or FBM, HDW) can show

favorable or better performance than expectation. Similarly, only around half of front-line staff in Front

Office, Housekeeping, Food Production and Food Service can perform functional skills up to or above

expectation. On average, just over half of the supervisory positions such as FOS, FSR or HDW can perform

well with functional and generic skills, but less than half of them can show their management competence.

What is quite worrying to see here is that quite a large proportion of the graphs are in blue, signifying

performances that are below expectation. About 40% on average of all positions are performing below

expectation. This is not a good sign, especially in service. This, in comparison with the Central Coast results,

BOX 1: GENERAL INFORMATION OF LABOR IN ACCOMMODATION FIELD

While female were the majority for the positions in Front Office and Housekeeping departments, nearly 95% of Housekeeping Executives are female, there are generally higher percentage of male for positions in Food Production and Food and Beverage departments in these hotels, with the highest male ratio as Executive Chefs (67%)

Front line staff, or those directly in contact with guests, generally have a higher education degree than those do not

A majority of the Front Office staff hold a bachelor’s degree

Most of the chefs (around 50-70%) have only a high school diploma; a smaller number hold a three-year associate degree

Less than a third of FBM have a bachelor’s degree

VTOS is still unpopular among staff of many positions in hotels of this region.


is much worse. The possible reasons could be that they did not have the right training, and the right

certification, i.e. VTOS.

These competences are not specific to any of the positions and have the potential to negatively influence

the overall performance of the business. This is clearly an issue that hotels need to address, especially for

supervisory and managerial positions, in order to improve the quality of their services. Finally, the results

suggest that using VTOS’s competency units may benefit organizations in their performance appraisal and

management tasks because it requires raters to differentiate an individual performance across different

aspects of the jobs. This will facilitate the performance feedback by allowing managers to give more specific

responses to their staff and organizations can design more appropriate training for their employees.


Figure 18: Front Office Manager Job

Performance

Figure 19: Front Office Supervisor Job Performance

Figure 20: Receptionist Job Performance

Figure 21: Executive Housekeeping Job

Performance

Figure 22: Laundry Manager Job Performance

Figure 23: Floor Supervisor Job Performance

Figure 24: Room Attendant Job Performance

Figure 25: Executive Chef Job Performance

37.3%

41.8%

61.2%

44.5%

51.7%

49.1%

48.9%

47.1%

29.8%

45.5%

40.2%

37.7%

13.8%

11.1%

9.1%

10.0%

8.1%

13.2%

General

Functional

Core

Generic

Managerial

Responsible

Below expectation Meet expectation Exceed expectation

29.5%

43.5%

50.8%

47.0%

49.5%

52.2%

63.8%

52.4%

41.6%

47.7%

43.3%

40.6%

6.7%

4.1%

7.7%

5.3%

7.2%

7.2%

General

Functional

Core

Generic

Managerial

Responsible


43.9%

53.5%

65.3%

53.9%

70.9%

60.4%

54.1%

44.9%

33.1%

45.8%

27.7%

35.0%

2.1%

1.6%

1.6%

0.3%

1.4%

4.6%

General

Functional

Core

Generic

Managerial

Responsible


38.6%

45.0%

63.6%

50.2%

58.3%

58.5%

54.3%

46.5%

30.7%

38.8%

33.3%

31.7%

7.1%

8.6%

5.7%

11.0%

8.5%

9.8%

General

Functional

Core

Generic

Managerial

Responsible


48.2%

58.5%

72.6%

58.0%

68.3%

68.5%

49.5%

37.2%

23.4%

39.8%

29.7%

27.3%

2.3%

4.3%

4.0%

2.2%

2.0%

4.2%

General

Functional

Core

Generic

Managerial

Responsible


42.2%

37.4%

65.7%

59.6%

67.0%

50.0%

53.5%

53.9%

26.1%

31.7%

20.4%

39.1%

4.3%

8.7%

8.3%

8.7%

12.6%

10.9%

General

Functional

Core

Generic

Managerial

RT


41.5%

50.8%

68.1%

54.5%

73.5%

61.1%

57.7%

47.6%

30.4%

44.6%

24.5%

35.3%

0.8%

1.6%

1.4%

0.8%

2.0%

3.7%

General

Functional

Core

Generic

Managerial

Responsible


36.8%

42.1%

62.8%

45.5%

51.2%

52.7%

54.2%

51.4%

34.2%

48.8%

45.9%

41.1%

9.0%

6.5%

3.0%

5.7%

3.0%

6.2%

General

Functional

Core

Generic

Managerial

RT



Figure 26: Chef Job Performance

Figure 27: Commis Pastry Job Performance

Figure 28: Food and Beverage Manager Job Performance

Figure 29: Head Waiter Job Performance

Figure 30: F&B Staff Job Performance

Figure 31: Job Performance across Positions

39.1%

48.3%

68.0%

53.0%

71.8%

60.2%

59.0%

49.8%

30.3%

46.6%

26.4%

36.0%

1.9%

1.9%

1.7%

0.4%

1.7%

3.7%

General

Functional

Core

Generic

Managerial

RT


47.8%

53.7%

63.6%

62.2%

76.3%

71.5%

51.7%

41.3%

36.0%

37.4%

23.3%

23.9%

0.4%

5.0%

0.4%

0.4%

0.4%

4.6%

General

Functional

Core

Generic

Managerial

RT


35.6%

40.7%

62.0%

48.1%

54.3%

60.9%

56.0%

56.8%

34.9%

45.8%

41.3%

29.8%

8.3%

2.5%

3.1%

6.1%

4.4%

9.4%

General

Functional

Core

Generic

Managerial

RT


40.8%

48.6%

67.0%

54.3%

73.5%

62.4%

58.9%

49.6%

31.6%

44.9%

24.7%

34.1%

0.4%

1.8%

1.4%

0.9%

1.8%

3.6%

General

Functional

Core

Generic

Managerial

RT


40.9%

45.0%

66.0%

53.5%

66.3%

65.1%

58.8%

52.4%

31.2%

41.9%

31.2%

27.9%

0.2%

2.6%

2.8%

4.7%

2.6%

7.0%

General

Functional

Core

Generic

Managerial

Responsible


40.2%

46.8%

64.4%

52.6%

64.0%

59.4%

55.4%

48.5%

31.8%

43.0%

31.7%

33.8%

4.4%

4.6%

3.9%

4.3%

4.3%

6.8%

General

Functional

Core

Generic

Managerial

RT


BOX 2: LABOR PERFORMANCE

Over half of the staff perform below expectation. On average over 60% of all staff in all positions have low performance of core competency or life skills

Less than 40% of the managers can show favourable or better performance than expectation.

Similarly, only around half of front-line staff in Front Office, Housekeeping, Food Production and Food Service can perform functional skills up to or above expectation

Just over half of the supervisory positions can perform well with functional and generic skills, but less than half of them can show their management competence.

About 40% on average of all positions are performing below expectation


3.2.4 Human Resource Practices

Hiring

The hiring process consists of three interrelated phases: recruitment, selection, and socialization.

(1) The recruitment phase is the process in which organization generate a pool of qualified candidates applying for the job. A critical element of an organization recruitment strategy is its decisions about where to look for applicants. This process is the important because the methods organization choose to communicate it labor needs determines the size and the quality of the candidate pool.

(2) The selection phase is the process of making a ‘hire’ or ‘no hire’ decision regarding each applicant for a position. This process directly influence the overall quality of an organization’s human resources.

(3) Socialization is the last phase in the hiring process in which organization orient new employees to the organization and the units in which they will be tasked.

In this particular study we chose focus on the first two phases of the hiring process i.e., recruitment and

selection.

More specifically, in recruitment, respondents were first asked to choose the top three most frequently

used sources of recruitment and then to evaluate the effectiveness of six popular recruitment sources (i.e.,

internal source, referrals from current employees, college recruiting, company website, job search website,

and advertising on mass media) in attracting applicants.

Similarly, in selection, respondents were first asked to choose the top three most frequently used selection

methods and then to evaluate the effectiveness of six popular selection methods (i.e., bio data, ability tests,

personality tests, work sample, interviews, and assessment centers) in selecting new applicants.

Figure 32 shows the popularity of some recruitment channels in a hotel. The common recruitment channels

include Internal recruitment, Referral from employees, College visit, Company website, Recruitment

website and Media. Internal and Referral are the channels with the highest frequency/mode (with 50.3%

and 51%, respectively). A third of the recruitment happened through Recruitment websites while the other

methods were not as popular. Media is quite rare in use to recruit any positions surveyed.

Figure 33-36 provide the frequency of use of the above recruitment methods for each department in a

hotel. Internal methods are preferred for managerial and supervisory positions such as FOM (60.3%), FOS

(57.8%), EHK (64.2%), or FBM (58.5%), one of the reasons perhaps is that they are promoted from within

the hotels. Referrals, on the other hand, are more common for hands-on positions such as FBS (66.7%), CHF

(64.5%), HKP (63.5%) and RCN (55.8%). College visits seem to be more popular in recruiting Front Office

staff, and Pastry chef, but the level of use is quite low (only less than 30%). While Company websites are

used sparingly for all positions, Recruitment websites prove to be much more popular, especially for

managerial positions and those that require high skills such as Commis Pastry (38.7%) or Head Waiter

(34.7%).


Figure 32: Recruitment sources used across the Hotels

Figure 33: Recruitment Sources Used for Positions in the Front Office Department

50.3% 51.0%

27.2%

17.7%

34.4%

6.0%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

InternalSource

Referralfrom

Employees

Collegerecruitment

CompanyWebsites

RecruitmentWebsites

MediaSource

60

.3%

39

.7%

23

.8%

15

.9%

39

.7%

7.9

%

57

.8%

35

.6%

28

.9%

20

.0%

33

.3%

6.7

%44

.2%

55

.8%

35

.1%

19

.5%

31

.2%

2.6

%0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

InternalSource

Referralfrom

Employees

Collegerecruitment

CompanyWebsites

RecruitmentWebsites

MediaSource

Front Office Manager Front Office Supervisor Receptionist


Figure 34: Recruitment Sources Used for Positions in the Housekeeping Department

Figure 35: Recruitment Sources Used for Positions in the Food Production Department

64

.2%

41

.5%

22

.6%

17

.0%

39

.6%

5.7

%45

.9%

63

.5%

23

.0%

16

.2%

24

.3%

2.7

%51

.9%

50

.0%

13

.5%

15

.4%

36

.5%

5.8

%52

.8%

44

.4%

33

.3%

16

.7%

41

.7%

8.3

%

0.0%10.0%20.0%30.0%40.0%50.0%60.0%70.0%80.0%90.0%

100.0%

InternalSource

Referralfrom

Employees

Collegerecruitment

CompanyWebsites

RecruitmentWebsites

MediaSource

Executive Housekeeing HKP (Room Attendant)

Laundry Manager Floor Supervisor

45

.6%

42

.6%

27

.9%

19

.1%

32

.4%

5.9

%46

.8%

64

.5%

22

.6%

17

.7%

27

.4%

6.5

%38

.7%

54

.8%

35

.5%

22

.6%

38

.7%

9.7

%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

InternalSource

Referralfrom

Employees

Collegerecruitment

CompanyWebsites

RecruitmentWebsites

MediaSource

Executive Chef Chef Commis Pastry Cook


Figure 36: Recruitment Sources Used for Positions in the Food & Beverage Department With regard to the effectiveness of the recruitment sources, the data suggest that all the sources were not

really effective in helping organization to seek for potential applicants. The most effective method is

Internal Source, although the rating is only 2.89, below the mid-point. It can be concluded that the

differences in the popularity of these sources of recruitment did not really transfer to the differences in

term of their effectiveness and hotels seem to have difficulty in allocating the labor market fit for their

vacant positions.

Figure 37: The Effectiveness of Recruitment Sources Figure 37 shows the frequency of use of some assessment methods in hotel recruitment, including Bio

Data (eg. curriculum vitae), IQ test, Personality test, Work sample, Interviews, and Assessment Centre.

The most popular method is Interview, which helped to assess more than 80% of all staff. The second

common method is Bio Data which assess more than two-third of staff. IQ tests, Personality Tests, and

Assessment Centre are not frequently used to recruit staff in hotels.

58

.5%

49

.1%

26

.4%

17

.0%

37

.7%

5.7

%49

.0%

55

.1%

28

.6%

12

.2%

34

.7%

6.1

%37

.9% 6

6.7

%

31

.8%

21

.2%

30

.3%

4.5

%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

InternalSource

Referralfrom

Employees

Collegerecruitment

CompanyWebsites

RecruitmentWebsites

MediaSource

Food and Beverage Manager Head Waiter Food and Beverage Staff

2.89 2.76 2.77 2.642.85

2.58

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00

Internal Source Referral fromEmployees

Collegerecruitment

CompanyWebsites

RecruitmentWebsites

Media Source


Figure 38: Methods Used in Selection in Hotel

Figure 38 -42 specify the frequency of use of these recruitment methods in four different departments in

the study: Front Office, Housekeeping, Food Production and Food Service.

The overall picture seems to be in the same shape in all departments. Interview and Bio Data are the most

popular recruiting methods (ranging from 61% to 86%), regardless of departments or positions. Assessment

Centre can’t make it to 10% of any positions while IQ tests seem to be only little more commonly used in

Front Office Department (16% for Front Office Manager position). Personality tests are not a common

method but they are used to recruit around 20% of staff in Front Office and Housekeeping departments.

Work sample proves to be quite important to assess staff for Food Production (ECC with 44%) and

Housekeeping (LMA with 1.5%) and Food service (FBM with nearly 29%).

68.9%

9.9%

18.9%

28.9%

81.1%

4.9%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Bio Data IQ Personality WorkSample

Interview AssessmentCenter

BOX 3: RECRUITMENT SOURCES

Internal and Referral are the most common recruitment channels (with 50.3% and 51%, respectively).

Internal methods are preferred for managerial and supervisory positions

Referrals, on the other hand, are more common for hands-on positions

College visits seem to be more popular in recruiting Front Office staff, and Pastry chef, but the level of use is quite low (only less than 30%).

Recruitment websites prove to be much more popular, especially for managerial positions and those that require high skills such as Commis Pastry (38.7%) or Head Waiter (34.7%).

The most effective recruitment source is through Internal channel.


Figure 39: Methods Used in Selection for Positions in the Front Office Department

Figure 40: Methods Used in Selection for Positions in the Housekeeping Department

Figure 41: Methods Used in Selection for Positions in the Food Production Department

72

.1%

16

.2%

23

.5%

22

.1%

82

.4%

5.9

%

68

.5%

13

.0%

22

.2%

22

.2%

81

.5%

5.6

%

74

.7%

7.6

%

17

.7%

29

.1%

78

.5%

3.8

%

0.0%

20.0%

40.0%

60.0%

80.0%

100.0%

Bio Data IQ Personality Work Sample Interview AssessmentCenterFront Office Manager Front Office Supervisor Receptionist

67

.2%

11

.5%

24

.6%

29

.5%

82

.0%

6.6

%

73

.3%

6.7

%

18

.7%

28

.0%

77

.3%

4.0

%

66

.7%

7.4

%

18

.5%

31

.5%

77

.8%

3.7

%

61

.5%

15

.4%

23

.1%

23

.1%

79

.5%

5.1

%

0.0%

20.0%

40.0%

60.0%

80.0%

100.0%

Bio Data IQ Personality Work Sample Interview AssessmentCenterExecutive Housekeeing HKP (Room Attendant)

69

.6%

10

.1%

15

.9% 4

4.9

%

78

.3%

4.3

%

67

.2%

4.7

%

14

.1%

34

.4%

82

.8%

3.1

%

65

.0%

2.5

%

12

.5%

32

.5%

82

.5%

5.0

%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

Bio Data IQ Personality Work Sample Interview AssessmentCenter

Executive Chef Chef Commis Pastry Cook


Figure 42: Methods Used in Selection for Positions in the Food and Beverage Department

Figure 43 shows the effectiveness of different assessment methods in hotel recruitment, with marks

ranging from 1 to 5. With 1 being the least effective and 5 being the most effective. Despite its high

popularity, Bio Data is considered the least effective assessment methods in recruitment (at 2.76). The two

methods that prove to be most effective are Work sample (3.39) and Interview (3.37). IQ test, Personality

test and Assessment center are equally important in assessing candidates for different hotel positions.

It is plain to see there is a gap between what method is seen as effective and what is actually in use for

recruitment. As the turnover rate is generally high, and the cost for organizing and maintaining assessment

center, or workplace for work sample is also high, is the main reason lack of money? Or the lack of time, or

expertise to conduct these methods pose as barriers for HR department to recruit the right staff for the

right positions?

Figure 43: The Effectiveness of Selection Methods Figure 44 provides information regarding the challenges for hotels in the current study to have the right

amount of people and the right kind of people to cope with the demand of the businesses. As expected,

the positions that are the most difficult to recruit are management positions such as FOM (3.49) and FOS

(3.20) in Front Office, ECC (3.50) in Food Production, EHK (3.25) in Housekeeping, and FBM (3.10) in Food

Service. The difficulties in staffing for other positions are a little lower and are quite similar to each other.

67

.3%

15

.4%

21

.2%

28

.8%

86

.5%

5.8

%

72

.0%

14

.0%

18

.0%

24

.0%

86

.0%

6.0

%

70

.6%

4.4

%

16

.2%

25

.0%

79

.4%

4.4

%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

Bio Data IQ Personality Work Sample Interview AssessmentCenter

Food and Beverage Manager Head Waiter

2.76

3.09 3.02

3.39 3.373.13

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00

Bio Data IQ Personalitytest

Work Sample Interview AssessmentCenter


Figure 44: Hiring Difficulty

Employee Separation

We collected information regarding employee separation to examine the types of employee separation and

their impacts on hotels in the current study. Having turnover rate under the control is of great concern

among businesses in the service industries because fluctuation in the work force may pose a great threat

on the quality of the services. This is particular important in emerging markets and regions similar to the

Central Coast of Vietnam where strong economic development increasingly demand a bigger supply of

qualified labor.

3.493.20

2.88

3.25

2.62 2.61 2.73

3.50

2.59 2.59

3.102.91

2.53

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00

BOX 4: SELECTION METHODS

The most popular (assessment) method is Interview, which helped to assess more than 80% of all staff. The second common method is Bio Data.

IQ tests, Personality Tests, and Assessment Centre are not frequently used to recruit staff in hotels

Work sample proves to be quite important to assess staff for Food Production, Housekeeping and Food service departments.

Despite its high popularity, Bio Data is considered the least effective assessment methods in recruitment.

The two methods that prove to be most effective are Work sample and Interview

The positions that are the most difficult to recruit are management positions such as Front Office Manager, Executive Chef, Housekeeping Executive, and Food and Beverage Manager.


Table 9: Staff Turnover in Hotel Business

5 Year Turnover

3 Year Turnover

1 Year Turnover

Quit Dis-

charged Retired Layoff

Front Office Manager 0.35 0.13 0.14 0.31 0.03 0.00 0.01

Front Office Supervisor 0.27 0.09 0.13 0.23 0.03 0.00 0.01

Receptionist 4.19 1.51 1.51 3.72 0.25 0.00 0.21

Executive Housekeeper 0.36 0.09 0.25 0.29 0.06 0.00 0.01

Room Attendant 6.03 2.48 3.55 4.65 0.35 0.05 0.97

Laundry Manager 0.21 0.04 0.12 0.16 0.00 0.01 0.04

Floor Supervisor 0.22 0.05 0.17 0.21 0.01 0.00 0.00

Executive Chef 0.56 0.29 0.23 0.51 0.04 0.00 0.01

Chef 2.60 0.96 1.36 2.30 0.14 0.01 0.14

Commis Pastry 1.94 0.29 0.39 1.81 0.03 0.00 0.10

F&B Manager 0.21 0.12 0.08 0.18 0.00 0.00 0.03

Head Waiter 0.43 0.18 0.26 0.36 0.01 0.00 0.05

F&B Staff 5.82 3.87 2.38 5.00 0.17 0.00 0.46

According to the employee separation data collected by the study, in table 9 employee separation is well

under the control among surveyed hotels and it was stable over the last 5 years. Among those who

turnover, most of them (above 90%) chose to leave the job voluntarily. Positions with the highest turnover

rates, quite understandably are Receptionist, Room attendant, and F&B staff. The most common cause for

job separation is quitting. Very few were fired. And almost none of the staff work in hotels to retirement.

In addition, we were also interested in the reasons why people leave the job voluntarily. The Manpower

and Training Needs Analysis 2013 report identified four main reasons for staff turnover which are (1) low

salary, (2) unfit working environment, (2) other job opportunity, and (4) lack of required skills. In this study,

we asked the hotels to indicate how influential these reasons are on their staff decisions to quit the jobs.

The results suggest that job opportunities from competitors was the main reason for staff to leave the jobs.

The next common reason is Lack of skills, a direct referral to lack of training with 3.06. The other two reasons

do not have as high rating but is believed by the researcher to be the very common but less frequently

spoken ones.

Figure 45: Factors Leading to Quit

2.66 2.56

3.253.06

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00

Low Salary Workingenvironment

Other jobopportunities

Lack of skills


Training

Training is considered as one of the core human resource (HR) functions in any organizations. Training is

the systematic acquisition of skills, concepts, or attitudes resulting in improved performance in another

environment (Goldstein & Ford, 2002). Training is required in many situations such as getting new hires

ready to perform effectively on the job, retraining experienced employees due to changes in the job or

organization, or continuously development of employees. The Manpower and Training Needs Analysis 2013

report provides a comprehensive analysis of the current training needs of various sectors in the tourism

industry including accommodation. More specifically, English language, communication, and customer

service are the most sought after skills in the industry. For this reason, the current study focused only on

how important it is for staff in the surveyed positions to receive training in the next 5 years.

As indicated in figure 46, the results suggest that training is considered necessary and very important for

all positions, with the lowest of LMA of 3.92 (close to four in the range of 1 to 5). Training is very important

especially in Front Office, and in Food service departments. The positions that need the most training,

according to this figure, are FOM (4.44) and ECC (4.34). The results not only reflect the needs for hotels to

improve current performance (e.g., dealing with the performance deficiencies in some of the units of

competence discussed in section 3.2.3) but also the anticipation of growing challenges in the industry in

the near future such as increased competition and customer expectations. With the clear need for training

for all positions and all departments across the hotel, there is also a need for sufficient budget. However,

according to Figure , training budget is not available in all hotels, but only 62% of all hotels in this survey.

38% hotels with no training budget is a high percentage and it obviously will affect adversely on the

performance of the staff.

BOX 5: EMPLOYEES SEPARATION

Employee separation was well under the control among surveyed hotels and it was stable over the last 5 years.

Among those who did turnover, most of them (above 90%) chose to leave the job voluntarily.

Positions with the highest turnover rates are Receptionist, Room attendant, and Food and Beverage staff.

The most common cause for job separation is quitting. Very few were fired. And almost none of the staff work in hotels to retirement.

Job opportunities from competitors was the main reason for staff to leave the jobs.


Figure 46: Importance of Training

Figure 47: Training Budget Availability

Compensation

Compensation is a sum of quantifiable rewards received by employees for their labor. The goal of a

compensation system is to enable firms to achieve its strategic objectives within its unique characteristics

and environment. Compensation, therefore, is arguably one of the important factors in retaining and

motivating employees because it impacts a person economically, sociologically, and psychologically.

Research has found that equity or fairness is a crucial aspect of a compensation system. Equity means that

the compensation must be perceived as fair both within the company and relative to what other employers

are paying for the same type of labor.

4.44 4.374.21 4.29

4.103.92

4.24 4.344.10 4.08

4.27 4.274.05

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00

38%

62%

YES

NO

BOX 6: TRAINING

Training was considered very important for all positions in the current study

Training budget is not available in all but 62% of the hotels in this survey


Table 10: Salary of Hotel Staff

Mean Std. Deviation*


Min 7.14 6.70

Average 7.01 3.89

Max 8.85 5.20


Min 4.44 1.57

Average 5.31 1.83

Max 6.62 2.42

Receptionist

Min 3.37 0.84

Average 3.98 1.06

Max 4.96 1.61

Executive Housekeeper

Min 6.26 6.46

Average 6.33 3.93

Max 7.43 5.44

Housekeeping (Room Attendant)

Min 3.19 0.79

Average 3.68 0.83

Max 4.70 2.02

Laundry Manager

Min 3.47 1.55

Average 4.80 3.38

Max 5.38 2.71

Floor Supervisor

Min 4.62 2.73

Average 5.35 3.43

Max 8.10 6.91

Executive Chef

Min 9.40 11.38

Average 8.30 4.32

Max 14.36 18.68

Chef

Min 3.60 0.91

Average 4.00 1.10

Max 5.07 1.70

Commis Pastry

Min 4.10 1.12

Average 4.30 1.21

Max 5.70 1.52

F&B Manager

Min 5.40 2.42

Average 7.45 3.80

Max 10.23 8.89

Head Waiter

Min 4.29 1.51

Average 5.31 1.89

Max 6.33 2.26

F&B Staff

Min 3.27 0.91

Average 3.86 0.99

Max 4.75 1.44

* The standard deviation is a measure that is used to quantify the amount of variation or dispersion of a set of data values. A standard deviation close to 0 indicates that the data points tend to be very close to the mean of the set, while a high standard deviation indicates that the data points are spread out over a wider range of values.


As indicated in table 10 there was a great deal of variety in the salaries of hotel staff both across positions

and hotels. Among positions, managerial positions such as Executive Chef, F&B Managers, Front Office

Managers, and Executive Housekeepers received the highest level of compensation with salaries range from

VND 7.4 to 14.4 million. Positions with lowest average salaries level were front-line positions such as

Receptionist, Room Attendant, Chef and F&B staff with salaries were just below or level to VND4 million.

Figure 48: Average Salary across Positions Most of the hotels claimed that their salaries are on the same par with or above the marker rate. Figure 49

consolidates the payment for different positions in a hotel. Well over 70% of all staff in all positions is paid

with the market rate. Only a small number (from 15% for ECC to nearly 30% for CPP) are paid above the

market rate. A very small number of positions are paid under the market rate.

Figure 49: Compensation Strategy

7.01

5.31

3.98

6.33

3.68

4.805.35

8.30

4.004.30

7.45

5.31

3.86

0.00

1.00

2.00

3.00

4.00

5.00

6.00

7.00

8.00

9.00


79

.2

75

.7

79

.0

78

.3

77

.0

71

.1

77

.1

81

.1

76

.6

70

.4 76

.9

81

.1

83

.3

18

.8

21

.6

17

.7

17

.4

19

.7

23

.7

20

.0

15

.1

19

.1

29

.6 17

.9

16

.2

14

.8

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Under Market Rate Market Rate Above Market Rate


3.2.5 Conclusion and recommendation for man power in accommodation sector

Conclusion:

The workforce in accommodation sector having low occupational skill, especially in the key positions, management positions. There will be a big shortage of the skilled workers number in the current accommodation services development trend. State management organisation do not understand fully the actual quality of local labour to support business sector and make orientation for vocational tourism training colleges.

Most accommodation establishment were aware of the training in working place role, however, the budget for training are limited, lack of experienced and good communication skills teachers, therefore these training are low effectiveness. No good coordination between training colleges and enterprises in providing of skilled labour and improve available workers' skills. Supporting role of State management organisation on tourism training is still not enough.

Information channel on recruitment and recruitment practices are not yet professionalism; recruitment of skilled labour has been limited as well as limited access employment for workers because of no coordination between stakeholders. The role of State management agency on tourism in linking the supply of skilled labour training base for tourism and business market.

In the context of the pressure on labour mobility, especially skilled labour in Asean countries, stakeholders may lack the necessary preparation. Currently, the top management positions in the 4-5 star hotels are run by foreigners to hold and potentially in the future management positions may also lower the risk of loss for foreign workers, if local labour is not met.

Recommendation

State Tourism management organisation need update information on the labour works in their local tourism region in general and workers in accommodation field in particular, both in quantity and quality to be able to make human resources development plans and supports training for businesses. Tourism management organisation proactively developed and strongly involved in the cooperation between enterprises and vocational training colleges to improve the training curriculum closer to reality, and to support the recruitment, increased opportunity for both employers and employees.

Labour in accommodation field are most affected in the context of Asean integration and participation MRA agreement, so desperately in need of information sharing and cooperation between state authorities and the accommodation enterprises now, to raise awareness and understanding of the stakeholders.

BOX 7: COMPENSATION

Managerial positions such as Executive Chef, F&B Managers, Front Office Managers, and Executive Housekeepers received the highest level of compensation with salaries ranging from VND 7.4 to 14.4 million.

Positions with lowest average salaries level were front-line positions such as Receptionist, Room Attendant, Chef and F&B staff with salaries just below or level to VND4 million.

Most of the hotels claimed that their salaries are on the same par with or above the marker rate

Well over 70% of all staff in all positions are paid with the market rate. Only a small number are paid above the market rate


Recommended stakeholder to use VTOS standards as a tool to assess the quality of the labour statue, as well as the basis for developing a new training program, improving skills for available workers.

3.3 Manpower analysis in Travel sector in Mekong Delta region with 3 provinces can Tho

city, Kien Giang and An Giang

3.3.1 The information of International travel licensed enterprises and Tourist Guides

Table 11. International travel licensed enterprises in Mekong Delta region

(Updated 2015- VNAT)

Province/ city Total of International

licensed TO

JSC Cooperation Company Limited

Can Tho city 3 1 0 2

Kien Giang 5 1 0 4

An Giang 4 2 0 2

Total 12 4 0 8

Table 12. Number of Tourist guide in Mekong Delta (Updated 2015- VNAT)

Province/ city

Total of tour

guide

Domestic English speaking

French speaking

German speaking

Chinese speaking

Japanese speaking

Can Tho city

339 256 62 8 1 7 1

Kien Giang 128 110 17 0 0 0 0

An Giang 86 64 20 2 0 0 0

Total 553 430 99 10 1 7 1

There were 28 travel business (travel agencies and tour operators) participated in the current study. Among

those, nearly two third of the travel agencies asked were serving both in-bound and out-bound visitors

(66.7%). Out-bound agencies occupy only 7.4%, which can be seen as a very small proportion in the

comparison with that of the previous type of agencies. The rest (25.9%) served in-bound market only. The

above figures can be illustrated in figure 50

Although the average number of staff working for these travel business surveyed in the current study was

only about 22, the range of difference among them were huge with the smallest business has only 3 staff

and the largest one had 110 staff. In 2014, each business on average served 7847 guests with average

annual revenue of VND19.2 billion.

The features of guests served by the travel agency are illustrated via figure 51-52. As can be seen from

figure 52 Vietnamese travelers occupied more than two third of all customers, while international tourists

(with only 30.3%) played the much less important role in the market share of the travel agencies. Thus, the

majority of the customers were domestic tourists who travel within Vietnam (74.5%), the second position


belongs to group of inbound tourists with only 22.1%. Only 3.4% of the customers served were guests

having demand for travelling abroad.

Figure 50: Types of Travel Agencies

Figure 51: International vs. Domestic Guests

Figure 52: In-bound vs. Outbound vs. Domestic travel locally Guests

3.3.2 General information of Labor in travel field Figure 53 illustrates the proportion of staff by their gender in each job position. The bars indicate the

portion of male vis-a-vis female employees in each of the positions. Except for the case of TGE – a job

requiring good health and long days away from home - which had more male employees (60.6%), the

portions of female staff of each job position were higher than those of male staff. In particular, the

percentage of women working as TCNs (75.9%) was about 3 times than that of men in the same job. And

SMM (69.2%) and TOA (67.3%) female employees were about double than male ones at each position. In

25.9

7.466.7

In-bound Out-bound Both

30.33

69.67

International Domestic

22.06

3.44

74.50

In-bound guest

Out-bound guest

Domestic travelling within Vietnam


the situation of PMA, it is seen a smaller gap between men and women, i.e. PMA female with 58.3%, PMA

male with 41.7%.

Figure 53: Gender by Positions

Figure 54: Work Arrangement by Positions

Figure 55: Education Level by Positions

Figure 56: VTOS Training and Certification

24

.1% 41

.7%

30

.8%

32

.7% 6

0.6

%

75

.9% 58

.3%

69

.2%

67

.3% 3

9.4

%

TCN PMA SMM TOA TGE

MALE FEMALE

98

.1%

91

.7%

92

.3%

98

.0%

47

.7%

52

.3%

TCN PMA SMM TOA TGE

Fulltime Parttime

28

.75

%

27

.52

%

17

.50

%

17

.45

%

17

.68

%

14

.83

%

24

.55

% 15

.45

%

14

.20

%

14

.79

%

12

.73

%

12

.73

%

37

.00

%

54

.08

%

53

.64

%

32

.36

%

45

.79

%

TCN PMA SMM TOA TGE

Certificate level 1 Certificate level 2

Certificate level 3 Diploma level 4

Advanced Diploma level 5 No Certificate

18

.5%

17

.6%

40

.2%

71

.3%

83

.3%

76

.9%

76

.5%

54

.5%

15

.4%

TCN PMA SMM TOA TGE

Highschool Associate

Bachelor Postgraduate


Figure 55 provides information on the staff education levels across positions in the current study. In general,

it can be seen from the chart that a majority of staff (ranging from 54.5% in TGE to 83.3% in PMA) across

positions held a bachelor’s degree, while the other three education levels varied across the positions. First,

TCN observed the highest proportion (9.3%) of high school diploma and lower. In this position, the numbers

of employees obtaining a three-year associate’s degree and a postgraduate degree were 18.5% and 0.9%

respectively. Second, for the managing positions like PMA and SMM, in comparison with other positions,

there was the highest level of staff who held a postgraduate degree (15.4% for SMM and 8.3% for PMA), as

well as no staff at all were holding high school diploma. But interestingly, at the same time staff with only

associate’s degree accounted for 8.3% of the position as PMA and 7.7% of the position as SMM. Third, for

TOA, similar to other positions, there was a large percentage of staff that holds an undergraduate degree

(76.5%) which followed by staff who held an associate’s degree (17.6%), a high school diploma (3.9%), and

a postgraduate level (2.0%). The last position, TGE, was quite different from the rest in terms of staff

education profile when it had the smallest proportion of staff who held a bachelor’s degree (54.5%) and

the largest portion of associate’s degree holders (40.2%). The number of people who held a high school

diploma was very small (4.5%) and those who earned a postgraduate degree was negligible, around 1%.

Figure 54 indicates the types of work arrangement at the surveyed travel business. The results suggested

that, with the exception of TGE, full-time employment accounted for the majority of the work force (all

higher than 90%), particularly , with TCN having the highest percentage of full-timers (98.1%) followed by

TOA (98.0%), SMM (92.3%), PMA (91.7%). Lastly, as expected, the ratio of full-time vs. part-time employees

in TGE was quite balance (52.3% vs. 47.7%). When the other positions require more stable staff, travel

agencies tend to depend more on outsourcing tour guides as a solution to the issue of seasonality of the

tourism industry.

Figure 56 suggests that the percentage of staff with VTOS training varied greatly across positions. In some

of the positions such as TCN and TOA, a sizable portion of staff, approximately 65%, have received some

training with content similar to those of VTOS training and certifications. On the other hand, the portion of

staff who received these kinds of trainings in TGE, PMA, and SMM were lower, ranging from 46% -54%.

Among those who received trainings, a majority of staff in the lower ranking positions received Certificate

1, 2 and 3 (ranging from 47.12% to 59.4%), while the percentage of staff in the managerial positions

received proportionally more Diploma 4 (12.73% for both PMA and SMM). In case of advanced diploma

level 5, PMA had 8.64% of staff. It is interesting to note that while no SMMs were holding advanced diploma

level 5, there was quite a certain number of staff at the lower positions obtaining this level (TOA with 4.6%,

TCN with 0.5%, and TGE with 0.21%).


3.3.3 Labor Performance The following figures provide detailed description of the current job performance across the positions

surveyed in the current study. Besides the overall job performance, we asked the managers of the hotels

to evaluate their staff performance based on VTOS’s 5 units of competence that specify particular skills,

knowledge and behaviors/attitudes necessary to fulfill the job requirements satisfactorily. Detailed

descriptions of the competency units are displayed in Error! Reference source not found., section 3.2.3.

According to the data, across positions and competency units, a majority of the employees (50%-80% for

most positions) met the expectations of the jobs. Only a small proportion of the staff was evaluated as

failing to meet the job requirement. Thus, there was a medium percentage of staff, approximately 20% for

most positions, evaluated as outstanding employees with job performance go beyond the expectations of

the job. Across all competency units, on average, functional units received the highest percentage of staff

of all positions whose performance could be estimated to be exceeding the expectations.

The weaknesses among staff in the travel services verified considerably across positions. For the TCN

position, the managerial competency (i.e., competencies involve managing, supervising or influencing the

work of others) seemed to be the most troublesome as 23.6% of the staff lack this competency. However,

at the lower position as TCN, this figure is not as worth being concerned as the percentage of staff who lack

core competency (i.e., basic skills that most employees should possess such as team work or IT skills) with

18.9%. For the PMA and SMM – two managerial positions, the biggest problem seemed to be similar to

TCN, i.e. core competency (with 14.3% for PMA and 18% for SMM). This is obviously serious because this

competency is considered as essential for anyone to work competently. For the TOA position, the situation

seemed to be positive as lower than 10% of the staff had performance issues across most of the competency

units. Managerial competency was the only problem for TOA when 22.7% of staff could not satisfy the

expectation, but this is not an essential competency for this position. Finally, for the TGE position, even

though management competency was identified as not important for this position, there was only 12.7%

of the staff below the expectation with this competency unit. The most troublesome issue lies in the lack

of core competency (with 16.7%). Putting all together, it raises a need for improving basic skills like

teamwork, IT skills, and language skills for every position at the travel agencies. As well, similar to our

conclusion for the accommodation services, the results suggest that using VTOS’s competency units may

benefit organizations in their performance appraisal and management tasks because it requires raters to

BOX 8: LABOR GENERAL INFORMATION

Except for TGE, female staff of each job position were higher than male ones.

A majority of staff across positions held a bachelor’s degree.

TGE, being different from the other positions, had the smallest proportion of staff who held a bachelor’s degree and the largest portion of associate’s degree holders.

Except for TGE, the other positions require more stable staff (more than 90% of the work force are fulltime).

The ratio of full-time vs. part-time employees in TGE was quite balance.

TCN and TOA had more staff obtaining training with content similar to those of VTOS training and certifications than TGE, PMA, and SMM

A majority of staff in the lower ranking positions received Certificate 1, 2 and 3

No SMMs were holding advanced diploma level 5, while there was quite a certain number of staff at the lower positions obtaining this level


differentiate an individual performance across different aspects of the jobs. This will facilitate the

performance feedback by allowing managers to give more specific responses to their staff and organizations

can design more appropriate training for their employees.

Figure 57: Travel Consultant Job Performance

Figure 58: Product Manager Job Performance

Figure 59: S&M Manager Job Performance

Figure 60: Tour Operator Job Performance

Figure 61: Tour Guide Job Performance

Figure 62: Job Performance across Positions

Similar to our conclusion for the accommodation services, the results suggest that, by using VTOS’s

competency units, organizations might be able to improve their performance appraisal and management

function because it requires raters to differentiate an individual performance across different aspects of

the jobs. This will certainly facilitate the performance feedback by allowing managers to give more specific

responses to their staff and organizations can design more appropriate training for their employees.

10.8%

8.9%

18.9%

9.0%

23.6%

16.7%

67.1%

59.1%

72.2%

67.2%

60.8%

66.9%

22.1%

32.0%

8.9%

23.8%

15.7%

16.4%

Overall

Functional

Core

Generic

Managerial

RT


9.4%

5.6%

14.3%

10.0%

7.9%

9.2%

65.6%

52.5%

65.0%

51.4%

64.3%

58.3%

25.0%

41.9%

20.7%

38.6%

27.9%

32.5%

Overall

Functional

Core

Generic

Managerial

RT


10.0%

10.0%

18.0%

8.6%

8.6%

10.0%

56.7%

60.0%

72.0%

67.1%

77.1%

73.3%

33.3%

30.0%

10.0%

24.3%

14.3%

16.7%

0% 20% 40% 60% 80% 100%

Overall

Functional

Core

Generic

Managerial

RT


12.7%

3.8%

8.2%

5.3%

22.7%

5.4%

73.3%

57.7%

69.6%

79.8%

58.7%

75.4%

14.0%

38.5%

22.1%

14.9%

18.7%

19.2%

Overall

Functional

Core

Generic

Managerial

RT


13.9%

5.4%

16.7%

7.5%

12.7%

7.3%

70.4%

58.3%

70.8%

73.3%

70.9%

79.1%

15.7%

36.3%

12.5%

19.2%

16.4%

13.6%

Overall

Functional

Core

Generic

Managerial

RT


11.8%

6.3%

14.4%

7.6%

16.5%

9.2%

68.3%

57.6%

70.0%

70.2%

65.2%

72.0%

19.8%

36.1%

15.6%

22.2%

18.3%

18.7%

Overall

Functional

Core

Generic

Managerial

RT



3.3.4 Human Resource Practices

Hiring

The hiring process consists of three interrelated phases: recruitment, selection, and socialization. As

discussed in the early section (i.e. section 3.2.4.1), hiring process is considered as the most important HR

function that directly influence the quality of an organization’s human resources. In this particular study we

choose focus on the first two phases of the hiring process, i.e., recruitment and selection. More specifically,

in recruitment, respondents were first asked to choose the top three most frequently used sources of

recruitment and then to evaluate the effectiveness of six popular recruitment sources (i.e., internal source,

referrals from current employees, college recruiting, company website, job search website, and advertising

on mass media) in attracting applicants. Similarly, in selection, respondents were first asked to choose the

top three most frequently used selection methods and to evaluate the effectiveness of six popular selection

methods (i.e., bio data, ability tests, personality tests, work sample, interviews, and assessment centers) in

selecting new applicants.

Figure 63-64 shows the level of use of the above mentioned recruitment sources across different positions

as well as all positions combined. Generally, the results of the study indicated that internal source was the

most frequently used source of recruitment for all positions (with 57.4%), followed by Referral from

employees (43.3%), Job search Website (40.2%), company website (24.9%), College recruitment (21.7%)

and Mass media source (16.6%). The level of use of each source in details verified among the five job

positions.

First, internal sources, referrals from current employees, and specialized job search websites were the three

most frequently used sources of recruitment for TCN, chosen by 61.9%, 52.4% and 47.6% of the businesses,

respectively. For the two managerial positions, PMA and SMM, two most frequently used sources of

recruitment were internal source (71.4% and 53.8%, respectively) and specialized job search websites

(42.9% and 38.5%, respectively). Specifically for SMM, the level of use of company website was as high as

that of job search website. Next, for TOA, internal source and referral from employees with the same figure

(52%) together became the most popularly used sources of recruitment. Finally, for TGE, referrals from

current employees (60%) surpassed internal source (48%) to be the most frequently used source in seeking

potential, while college recruitment ranked the third position (40%), which could be considered of the

highest level of use across all positions. Obviously, as can be seen college recruitment (except for TGE),

company website (except for SMM), and mass media source were not popular choice for recruitment

among surveyed businesses in the current study.

BOX 9: LABOR PERFORMANCE

A majority of the employees (50%-80% for most positions) met the expectations of the jobs

A medium percentage of staff, approximately 20% for most positions, were evaluated as outstanding employees.

Across all competency units, functional units received the highest percentage of staff of all positions.

For the PMA, SMM, TGE and TCN, the biggest problem stayed in core competency (i.e., basic skills that most employees should possess)

For the TGE position, even though management competency was identified as not important for this position, there was only 12.7% of the staff below the expectation with this competency unit


With regard to the effectiveness of the recruitment sources, the data suggest that none of the sources were

effective in helping organization to seek for potential applicants. It can be concluded that the differences

in the popularity of these sources of recruitment did not really transfer to the differences in term of their

effectiveness and businesses seemed to have difficulty in allocating the labor market fit for their vacant

positions (See figure 65).

Figure 63: Recruitment Sources

Figure 64: Recruitment Sources (continued)

61

.9%

52

.4%

19

.0%

23

.8% 4

7.6

%

28

.6%

71

.4%

21

.4%

14

.3%

14

.3% 42

.9%

7.1

%

53

.8%

30

.8%

15

.4%

38

.5%

38

.5%

15

.4%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

InternalSource

Referral fromemployees

CollegeRecruitment

CompanyWebsite

Job searchWebsite

Mass Mediasource

Travel Consultant Product Manager S &M Manager

52

.0%

52

.0%

20

.0%

20

.0% 44

.0%

20

.0%4

8.0

%

60

.0%

40

.0%

28

.0%

28

.0%

12

.0%

57

.4%

43

.3%

21

.7%

24

.9%

40

.2%

16

.6%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

InternalSource

Referral fromemployees

CollegeRecruitment

CompanyWebsite

Job searchWebsite

Mass Mediasource

Tour Operator Tour Guide All positions combined


Figure 65: Effectiveness of Recruitment Sources

For selection, the results of the study indicated that bio data, interviews, and personality inventory were

the three most frequently used selection methods for TCN, chosen by 75.0%, 55% and 50% of the

businesses, respectively. For the two managerial positions, PMA and SMM, it is interesting to note that the

selection of these two positions based vastly on Bio data (61.5% for PMA and 66.7% for SMM). There were

a modest percentage of surveyed organisations which applied other selection methods like interview (30%

for PMA and 41.7% for SMM), work sample and assessment center (all with 25% and below). Next, TOA is

the position that received the highest percentage of businesses which used bio data (76%) and ability test

(76%) in the selection process. Besides these two selection methods, there were a sizable proportion of

businesses using other methods like interview (60%), work sample (48%) and personality (36%). It is

interesting to admit there was a combination of the most variety of methods in the selection of a TOA.

Similarly, except for ability test (used by only 15.4% of the businesses), TGE also received the use of various

selection methods together, i.e. bio data (73.1%), personality test (34.6%), work sample (46.2%) and

interview (61.5%). Obviously, as can be seen from Figure and Figure , bio data was most popular in the

travel sector. For the managerial positions, the methods used for screening job applicants were basically

bio data and interviews. The lower the positions were, the more methods were combined, i.e ability tests,

personality inventories and assessment centers.

2.712.52

2.67 2.732.89 2.86

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00

Internal jobposting

Referralfrom

currentemployees

Collegerecruiting

Companywebsite

Job andcareer

website

Newspaperand other

relatermedia

BOX 10: RECRUITMENT SOURCES

Internal source, Referral from employees and Job search Website was the most frequently used source of recruitment for all positions.

College recruitment (except for TGE), company website (except for SMM), and mass media source were not popular choice for recruitment among surveyed businesses

None of the sources were effective in helping organization to seek for potential applicants


Figure 66: Methods Used in Selection

Figure 67: Methods Used in Selection (continued)

With regard to the effectiveness of the selection methods, the data (figure 68) suggest that only work

sample was the most effective tool in helping organization making ‘hire’ or ‘no hire’ decision. However,

even with this position, its effectiveness was quite modest (3.11 points on a scale of 5). It can be concluded

that the differences in the popularity of these methods did not transfer well into the differences in term of

their effectiveness. On this note, it is particularly disappointed to see that travel businesses were not able

to make the best use of bio data (with lowest level of effectiveness among other methods – 2.19 points).

All the rest methods received lower than average points of effectiveness (under 3).

Figure 69 provides information regarding the challenges for travel businesses in the current study to have

the right amount of people and the right kind of people to cope with the demand of the businesses. As

75

.0%

35

.0% 50

.0%

35

.0% 5

5.0

%

10

.0%

61

.5%

15

.4%

15

.4%

23

.1%

30

.8%

23

.1%

66

.7%

16

.7%

8.3

%

25

.0% 41

.7%

25

.0%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

Bio Data Ability test PersonalityInventory


Travel Consultant Product Manager S &M Manager

76

.0%

76

.0%

36

.0%

48

.0%

60

.0%

8.0

%

73

.1%

15

.4%

34

.6%

46

.2% 61

.5%

7.7

%

70

.5%

31

.7%

28

.9%

35

.4%

49

.8%

14

.8%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

Bio Data Ability test PersonalityInventory


Tour Operator Tour Guide All positions combined


expected, it is easier for travel businesses to staff lower ranking positions such as Travel Consultant, Tour

Operator and Tour Guide in comparison to higher ranking positions such as Product Manager and Sales and

Marketing Manager. These two managerial positions were most difficult positions to staff vacant positions.

Figure 68: Effectiveness of Selection Methods

Figure 69: Hiring Difficulty

2.19

2.92 2.873.11

2.89 2.86

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00

Bio Data IQ Personalitytest

WorkSample

Interview AssessmentCenter

3.00

4.00 4.08

3.00

3.35

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00

TCN Staffing PMA Staffing SMs Staffing TOA Staffing TGE Staffing


Employee Separation

We collected information regarding employee separation to examine the types of employee separation and

their impacts on travel business in the current study. Having turnover rate under the control is of great

concern among businesses in the service industries because fluctuation in the work force may pose a great

threat on the quality of the services. This is particular important in emerging markets and regions similar to

the Central Coast of Vietnam where strong economic development increasingly demands a bigger supply

of qualified labor.

According to the employee separation data collected by the study, employee separation is well under the

control among surveyed businesses and it was stable over the last 5 years. Among those who turnover of

all positions, most of them (above 90%) chose to leave the job voluntarily. The Manpower and Training

Needs Analysis 2013 report identified four main reasons for staff turnover which are (1) low salary, (2) unfit

working environment, (2) other job opportunity, and (4) lack of required skills. In this study, we asked the

travel businesses to indicate how influential these reasons were on their staff decisions to quit the jobs.

The results (Error! Reference source not found.) suggest that all of the four reasons played the quite similar

level of important role in motivating the staff to leave the organization.

Table 13: Staff Turnover in Travel Business

5 Year

Turnover 3 Year

Turnover 1 Year

Turnover Quit

Dis-charged

Retired Layoff

Travel Consultant 1.65 0.58 0.46 1.62 0.04 0.00 0.00

Product Manager 0.08 0.04 0.08 0.08 0.00 0.00 0.00

S&M Manager 0.23 0.19 0.04 0.23 0.00 0.00 0.00

Tour Operator 0.69 0.31 0.19 0.69 0.00 0.00 0.00

Tour Guide 0.96 0.23 0.38 0.92 0.04 0.00 0.00

BOX 11: SELECTION METHODS

Bio data was most popular in the travel sector.

For the managerial positions, the methods used for screening job applicants were basically bio data and interviews.

The lower the positions were, the more methods were combined, i.e ability tests, personality inventories and assessment centers.

Only work sample was the most effective tool in helping organization making hiring decision. Despite that, its effectiveness was quite modest (3.11 points on a scale of 5).

Travel businesses were not able to make the best use of bio data (with lowest level of effectiveness among other methods – 2.19 points).

All the rest methods received lower than average points of effectiveness (under 3)

It is easier for travel businesses to staff lower ranking positions such as Travel Consultant, Tour Operator and Tour Guide in comparison to higher ranking positions such as Product Manager and Sales and Marketing Manager


Figure 70: Factors Leading to Quit

Training



environment. Training is required in many situations such as getting new hires ready to perform effectively

on the job, retraining experienced employees due to changes in the job or organization, or continuously

development of employees. The Manpower and Training Needs Analysis 2013 report provides a

comprehensive analysis of the current training needs of various sectors in the tourism industry including

travel business. More specifically, customer service, English language, and communication are the most

sought after skills in the industry. For this reason, the current study focused only on how important it is for

staff in the surveyed positions to receive training in the next 5 years.

As indicated in figure 72 the results suggest that training was considered very important for all positions in

the current study. The results not only reflect the needs for travel businesses to improve current

performance (e.g., dealing with the performance deficiencies in some of the units of competence discussed

in section 3.3.2) but also the anticipation of growing challenges in the industry in the near future such as

increased competition and customer expectations. Equivalent to such overwhelming response to the

2.36 2.47

2.83

2.43

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00

Low Salary Workingenvironment

Other jobopportunities

Lack of skills


Employee separation is well under the control among surveyed businesses and it was stable over the last 5 years.

Among those who turnover of all positions, most of them (above 90%) chose to leave the job voluntarily.

All of the four reasons for staff turnover (i.e. low salary, unfit working environment, other job opportunity, and lack of required skills) played the quite similar level of important role in motivating the staff to leave the organization.


importance of training, more than 70% of the businesses had a dedicated training budget as a part of budget

for entire HR activities.

Figure 71: Training Budget

Figure 72: Importance of Training

Compensation

Compensation is a sum of quantifiable rewards received by employees for their labor. The goal of a

compensation system is to enable firms to achieve its strategic objectives within its unique characteristics

and environment. Compensation, therefore, is arguably one of the important factors in retaining and

motivating employees because it impacts a person economically, sociologically, and psychologically.

Research has found that equity or fairness is a crucial aspect of a compensation system. Equity means that

the compensation must be perceived as fair both within the company and relative to what other employers

are paying for the same type of labor.

As indicated in table 14 and figure 73 there was a great deal of variety in the salaries of staff across positions.

PMA and SMM were the two positions which paid the highest with salaries of a little over VND21 million.

Travel consultant and Tour operator received the second highest salaries among positions with salary of

70.6

29.4

TRAINING BUDGET YES NO

4.064.31

4.504.09 4.08

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00

TCN PMA SMM TOA TGE

BOX 13: TRAINING

Training was considered very important for all positions in the current study

More than 70% of the businesses had a dedicated training budget as a part of budget for entire HR activities.


just above VND11 million. Tour Guide was of the lowest salary level with a little over VND7 million. Most of

the business claimed that their salaries are on the same par with or above the market rate.

Table 14: Salary of Staff in Travel Business

Mean Std. Deviation*

Travel Consultant

Min 6.11 5.65

Average 11.13 12.69

Max 19.00 18.52

Product Manager

Min 10.50 8.23

Average 21.00 11.53

Max 25.00 21.21

S&M Manager

Min 6.75 6.03

Average 22.50 3.54

Max 15.67 12.50

Tour Operator

Min 7.79 5.57

Average 11.20 16.64

Max 10.50 8.00

Tour Guide

Min 4.94 3.58

Average 7.14 5.90

Max 10.00 9.18

* The standard deviation is a measure that is used to quantify the amount of variation or dispersion of a set of data values. A standard deviation close to 0 indicates that the data points tend to be very close to the mean of the set, while a high standard deviation indicates that the data points are spread out over a wider range of values.

Figure 73: Average Salary across Positions

11.13

21.00

15.67

11.20 10.50

0.00

5.00

10.00

15.00

20.00

25.00

TravelConsultant

ProductManager

S&M Manager Tour Operator Tour Guide


Figure 74: Compensation Strategy

3.3.5 Conclusion and recommendation for travel field

- Total number of tourists (domestic and international) to Central Coast Region with 3 provinces in the present and as forecast to 2020, vision 2030 is quite uneven, however there is a large discrepancy in the number of international tour operators and tour guides in 3 provinces. This fact requires the stronger coordination, more links between these 3 provinces in the region to promote the efficiency of resources and meet the requirements of the market.

- With the development of tourism potential of the region in the future, the tour guide management and development sufficient in quantity and quality is one of the priorities for state tourism management organisation and vocational tourism training colleges.

- Percentage of workers in all positions have advanced degrees (bachelor), but levels are trained in tourism business are lower (based on job grade or VTOS equivalent), especially Product director positions and Tour guides. This will greatly affect the quality of service in the travel program and tourist satisfaction as well as the visitor’s experience.

- Travel enterprises have not really appreciate the active role of Travel, thus providing training budget of enterprises is very low, although they lack expertise.

- Most of Travel enterprises have fewer staff numbers, mainly part-time positions require a professional, therefore will affect the quality of work.

32

.51

%

21

.80

%

22

.69

%

22

.77

%

29

.16

%

29

.59

%

43

.60

%

37

.82

%

42

.12

%

29

.52

%

37

.90

%

34

.60

%

39

.50

%

35

.10

%

41

.32

%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

TCN PMA SMM TOA TGE

Under Market Rate Market Rate Above Market Rate

BOX 14: COMPENSATION

There was a great deal of variety in the salaries of staff across positions.

PMA and SMM were the two positions which paid the highest with salaries of a little over VND21 million.

Travel consultant and Tour operator received the second highest salaries among positions with salary of just above VND11 million.

Tour Guide was of the lowest salary level with a little over VND7 million

Most of the business claimed that their salaries are on the same par with or above the marker rate.


- In the context of the current Asean integration, to avoid the loss of jobs in their areas, the stakeholder should act now:

• Travel Enterprises should raise awareness about their own role, actively organize training to

improve staff operations, and coordinate with vocational tourism training colleges, enabling

actual student work during the training time and recruitment of tourism skilled labor.

• State tourism management organisation support small travel enterprises (with less number of

employees) in the continuation occupational skills training, through professional training

courses by VNAT, DCST and other non-governmental organizations.

• Vocational training colleges are required to closely cooperate with the business, understand

the actual needs of enterprises on the requirements / criteria for future employees to develop

appropriate training programs, and looking the internship opportunities for students before

graduation.

3.4 Manpower analysis in Education Institution/ vocational tourism training colleges in

Mekong Delta region with 3 provinces Can Tho city, Kien Giang and An Giang

There were 6 vocational tourism training colleges participated in the current study. Figure 75 describes the

type of educational institutions participated in the current study. They can be classified as schools offering

only tourism-related programs or schools offering a more diverse range of programs including tourism

courses. All of the 6 educational institutions responded to our survey were schools with more

comprehensive programs rather than tourism-related programs only.

3.4.1 Training Programs

Current Programs

Figure 76 shows the types of training programs available at the 6 schools participated in the current study.

The bars indicate the portion of availability vis-a-vis unavailability of the 14 tourism programs, i.e. Food and

Beverage Management (FBM), Bar Operation & Management (BOM), Front Office Operation (FOO),

Housekeeping Operation & Management (HKO), Food Production (FDP), Hotel Management (HTM),

Restaurant Management (RSM), Tour Guiding (TGD), Tour Operation (TOP), English for Hospitality (EFH),

English for Tour Operation (EFT), Travel and Tourism Management (TTM), Tourism Studies (TRS), Vietnam

Studies (VNS).

As can be seen from Figure , as tourism is just only one of many other training majors offered, the tourism-

related programs provided by the surveyed institutions were very limited. Such programs as BOM, HKO,

TOP, EFH, EFT and TRS were not available. The most popular program among the asked schools was FBM

but this was provided by just only 50% of the organisations. Approximately a third of the surveyed schools

offered FOO, HTM, RSM, TGD and VNS as a part of their training programs. Only 16.7% of the educational

organisations were having FDP and TTM in the training program.


Figure 75: Current Training Programs

Figure 76: Current Program Level

All of the academic institutions involving into the study are vocational schools or colleges. This can be seen

from figure 77 which provides more details about the current training programs in terms of training level,

i.e., Master’s degree, Bachelor’s degree, Associate’s degree, and Vocational training degree. The bars

exhibit the percentage of programs in each training level. The results suggested no current programs were

offered at the Bachelor and Master levels. All of the programs provided by surveyed organisations were

available at vocational training and associate levels. Vocational training degree was very popular with some

programs such as FBM (100%) and FOO (100%), while associate level was more popular with FDP (100%)

and TTM (100%). The rest programs (HTM, RSM, and TGD) were trained at both of the two levels with the

equal proportions (50:50)

50

.0

33

.3

16

.7 33

.3

33

.3

33

.3

16

.7 33

.3

50

.0

10

0.0

66

.7

10

0.0 8

3.3 6

6.7

66

.7

66

.7

10

0.0

10

0.0

10

0.0 8

3.3

10

0.0

66

.7

0

10

20

30

40

50

60

70

80

90

100

FBM BOM FOO HKO FDP HTM RSM TGD TOP EFH EFT TTM TRS VNS

Yes No

10

0.0

10

0.0

50

.0

50

.0

50

.0

10

0.0

50

.0

50

.0

50

.0

10

0.0

0.0

10.0

20.0

30.0

40.0

50.0

60.0

70.0

80.0

90.0

100.0

FBM FOO FDP HTM RSM TGD TTM

Vocational training Associate Bachelor Master


Table 15: Current Program Size and Tuition

Course name Average number

of students

Average tuition

fees

Food & Beverage Management 58 1.75

Bar Operation & Management Not available program

Front Office Operation 80 4.60

Housekeeping Operation & Management Not available program

Food Production Not given

information

4.70

Hotel Management 100 5.00

Restaurant Management 35 4.10

Tour Guiding 80 4.60

Tour Operation Not available program

English for Hospitality Not available program

English for Travel Management Not available program

Travel and Tourism Management 100 5.00

Tourism Studies

Vietnamese Studies 95 11.00

Table 15 provides information on the average total number of students admitted each year and their

corresponding tuition fees for each of the training programs at the surveyed educational institutions. In

terms of student admission, the number of students was very modest with the maximum of 100 students

per year. Staying at the top is Hotel Management and Travel and Tourism Management (100 students per

year on average). Other programs including Vietnamese Studies (95 students), Front Office Operation (80

students), and Tour Guiding (80) had a very small gap with the first group. In addition, it is interesting to

note that though Food & Beverage Management was the most popular program among the surveyed

institutions (offered by 50% of the organisations according to figure 62 above), the level of student

admission on average was quite low (53 students). Restaurant Management was the smallest program

which admitted only 35 students on average, which was a very small figure. The low amount of students of

studying F&B and restaurant related majors somehow has created an issue for the provision of trained

human resources for this industry when there is always a need for qualified employees for this service

section.

In terms of average tuition fees per year, the order was different. Students will be charged the most if they

join the VNS program (VND11m). The next group of programs charging students around VND4-5m includes

FOO (VND4.60m), FDP (VND4.70m), HTM (VND5.00m), RSM (VND4.10m), TGE (VND4.60m), TTM

(VND5.00m). At a lowest rate, with approximately VND1.7m, students can join FBM. Once again, FBM has

created a surprise when it was the most inexpensive program.


Future Programs

Figure 77 indicates the types of programs surveyed institutions plan to offer in the next 5 years by 2020.

The horizontal axis displays the 14 training programs mentioned in the previous section and the vertical

axis shows the percentage of schools that will or will not provide these programs in addition to their current

ones. It is interesting to compare between this figure results with the current programs offered by the

surveyed academic institutions. First, there was an increasing attention to programs like BOM, FOO, TOP

and English when more schools said that they would offer these programs in the next 5 years. Among the

above mentioned programs, BOM, TOP and English were the new programs to the schools’ current training.

The second group belongs to the programs that received no more attention of the institutions when the

percentage of educational organisations will offer them stay the same with that of the present. These

programs are FDP (16.7%), TTM (16.7%) and VNS (33%). Especially, all of the organisations continued not

providing programs like HKO and TRS even in the next 5 years. Finally, there were several programs which

would be offered by less institutions than the present, i.e. FBM (50% to 16.7%), RSM (33.3% to 16.7%). Even

worse, no more organisations continued to offer HTM and TGD in the future. While the hotel and tourism

industry is experiencing the high level of demand as well as more and more new hotels were being built in

the Mekong Delta to serve more demand, the reduction as well as the stop in offering several programs

like HKO, FBM, RSM, TGD, HTM could cause a serious issue in the provision of human resources for tourism

and hospitality industry in the Mekong Delta area.

BOX 13: CURRENT PROGRAMS

Tourism-related programs provided by the surveyed institutions were very limited.

Such programs as BOM, HKO, TOP, EFH, EFT and TRS were not available.

The most popular program among the asked schools was FBM but this was provided by just only 50% of the organisations.

All of the programs provided were available at vocational training and associate levels only.

Vocational training degree was very popular with some programs such as FBM and FOO, while associate level was more popular with FDP and TTM. The rest programs (HTM, RSM, and TGD) were trained at both of the two levels with the equal proportions (50:50)

The level of student admission was very modest with the maximum of 100 students per year

Staying at the top of student admission is Hotel Management, Travel and Tourism Management, Vietnamese Studies, Front Office Operation, Tour Guiding.

Though Food & Beverage Management was the most popular program among the surveyed institutions, the level of student admission on average was quite low.

The highest level of tuition fee was VND11m (VNS programme).

Most of the programs charged around VND4-5m, including FOO, FDP, HTM, RSM, TGE, and TTM.

At a lowest rate, with approximately VND1.7m, students can join FBM


Figure 77: Future Training Programs

Figure 78: Future Program Levels

Figure 78 provides the details of the future programs in terms of training level. The horizontal axis displays

the 14 training programs and the vertical axis exhibits the percentage of institutions offering each of the

programs at each of the training levels. TTM and VNS were the only two programs that would be trained at

the bachelor program, stated by 100% of the institutions which would provide them in the next 5 years. It

is visible that most of the new programs like TOP, EFH, EFT would be offered at the associate’s level only.

RSM would also be provided at this level by 100% of the organisations which intended to offer it. FBM, FOO

and FDP would be offered at the vocational training level only, while BOM was the only program which

would be provided at both vocational and associate’s levels with the equal proportion.

Table 16 indicates the average number of students and tuition fees that the institutions would apply for the

future programs. Generally, the additional number of students to be admitted to the future programs by

2020 was small or even negative, except for VNS. On average, some of the programs would see an increase

of 40 - 50 students (e.g., BOM with 43, RSM with 100, TOP with 50, EFH with 50, EFT with 50). The number

of students to be admitted to TTM would be the same as that of the present (100 students). At the reversed

trend, there were some programs that would receive an even smaller number of students in the comparison

with the figure of the present, i.e. FBM (50 students) and FOO (43 students). These programs would be

down scaled not only in terms of the number of institutions would offer them but also the amount of

16

.7 33

.3

40

.0

16

.7

16

.7

16

.7

16

.7

16

.7

16

.7 33

.3

83

.3 66

.7

60

.0

10

0.0 83

.3

10

0.0 83

.3

10

0.0 83

.3

83

.3

83

.3

83

.3

10

0.0

66

.7

0

20

40

60

80

100


Yes No

10

0.0

50

.0

10

0.0

10

0.0

50

.0

10

0.0

10

0.0

10

0.0

10

0.0

10

0.0

10

0.0

0

10

20

30

40

50

60

70

80

90

100


Vocational training Associate Bachelor Master


students would be admitted. VNS was the only program that would welcome more students (from 95 to

225). However, VNS is also the program that does not offer specific tourism-related skills as compared with

programs like FBM, FDP, FOO, TGD, TOP or HKO.

The tuition fees for the future programs were seen not much different from the current level. Most of the

programs would be still at the level of VND4 -5m (BOM, FOO, FDP, RSM, TOP, EFH, EFT). VNS would still be

offered with the tuition fee of VND11m. This raised the question about if the asked institutions were really

aware of the changes of economic environment within the next 5 years.

Table 16: Future Program Size and Tuition

Average number of students

Average tuition fees

Food & Beverage Management 50 Not given

Bar Operation & Management 43 4.00

Front Office Operation 43 4.00

Housekeeping Operation & Management Not available program

Food Production 100 4.50

Hotel Management Not available program

Restaurant Management 100 5.00

Tour Guiding Not available program

Tour Operation 50 4.00

English for Hospitality 50 4.00

English for Travel Management 50 4.00

Travel and Tourism Management 100 Not given

Tourism Studies Not available program

Vietnamese Studies 225 11.00


3.4.2 Teaching Capacity Development

Current Staffing Statistics

Figure 79 present the detailed findings about teaching staff of five different departments (i.e., Hospitality

Management, Restaurant Management, Tour Operation, Food Production, and English Department) at the

surveyed educational institutions. The information collected includes total number of staff, gender,

educational background and qualification, and work arrangement.

BOX 14: FUTURE PROGRAMS

More schools would offer programs like BOM, FOO, TOP and English in the next 5 years.

The percentage of educational organisations which will offer FDP, TTM and VNS stayed the same with that of the present.

All of the organisations tend not to provide programs like HKO, TRS, HTM, and TGD in the next 5 years

There were several programs which would be offered by less institutions than the present, i.e. FBM and RSM.

TTM and VNS were the only two programs that would be trained at the bachelor program.

Programs like TOP, EFH, EFT, and RSM would be offered at the associate’s level only. FBM, FOO and FDP would be offered at the vocational training level only.

BOM was the only program which would be provided at both vocational and associate’s levels with the equal proportion.

The additional number of students to be admitted to the future programs by 2020 was small or even negative, except for VNS

The additional number of students to be admitted to the future programs by 2020 was small (40 - 50 students, i.e. BOM, RSM , TOP, EFH, EFT), zero (i.e. TTM) or even negative (i.e. FBM and FOO)

VNS was the only program that would welcome more students (from 95 to 225)

The tuition fees for the future programs were seen not much different from the current level, still at the level of VND4 -5m (BOM, FOO, FDP, RSM, TOP, EFH, EFT)


Figure 79: Average Number of Faculty Member across Departments

Figure 80: Gender across Departments

Figure 79 displays the average total number of faculty members at the five departments. As can be seen

from the chart, the number was quite small, all under 5 across the departments. More specifically,

Restaurant Management department was the biggest department with an average of 4.17 teaching staff,

followed by Hospitality Management (4.11), Tour Operation (2.50). The rest two departments, Food

Production (0.83) and English (1.00) had a very low figure of staff when each had around only one training

staff on average. This situation of low number of training staff can explain the reasons why the educational

institutions did not or would not offer a variety of programs as well as receive a modest number of students

admitted for each program, as discussed in the previous section.

Figure 80 provides further information about teaching staff in terms of gender. The bars indicate the

proportions of male and female staff in each department. In general, it can be seen an invasion of female

staff in all departments. Even, in the Food Production department, there were no male trainers at all.

3.17

4.17

2.50

.83 1.00

0.00

1.00

2.00

3.00

4.00

5.00

6.00

HospitalityManagement

RestaurantManagement

Tour Operation FoodProduction

English

10

.5% 3

6.4

%

27

.3%

89

.5%

94

.4%

63

.6%

10

0.0

% 72

.7%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%



TourOperation

FoodProduction

English

Male Female


Restaurant Management (5.6%), Hospitality Management (10.5%), and English were all seeing a very

modest percentage of male training staff. Tour Operation was the department that has the highest

proportion of male, but just about one – third of the total amount of training staff of the department.

Figure 81: Qualification across Departments

Figure 82: VTOS Certification across Departments

Figure 81-82present the profile of the training staff in terms of their education and qualification. It is

obvious that PhD degree holders were lacked totally across all the departments. With the degree of master,

there were quite few in number with no more than 33.3% of the teaching staff across most of the

departments, except for Tour Operation. Tour Operation was the only department which had the equal

proportion of Bachelor and Master holders (50% vs. 50%). In the order from high to low, the percentage of

training staff who were at the postgraduate degree of the rest departments was 33.3% (Food Production),

28.6% (English), 15.8% (Hospitality Management and Restaurant Management).

84

.2%

84

.2%

50

.0%

66

.7%

77

.8%

15

.8%

15

.8%

50

.0%

33

.3%

28

.6%



TourOperation

FoodProduction

English

BA MA PhD

42

.11

%

32

.00

%

46

.67

%

40

.00

%

60

.00

%

57

.89

%

68

.00

%

53

.33

%

60

.00

%

40

.00

%



TourOperation

FoodProduction

English

VTOS Non-VTOS


Because of the recent effort by ESRT in providing training workshop for VTOS Trainers, we were interested

in learning how popular VTOS’s certification was among teaching staff from education institutions. In the

survey, respondent indicated the number of teaching staff who have awarded VTOS’s certificate in each of

the departments. The results in Figure suggested that among most of the departments, there was a slightly

smaller percentage of teaching staff who had VTOS certificates to compare with that of non-VTOS holders.

Interestingly, the department which had the most training staff who obtained VTOS certificate (60%) was

English department – the section that was not included in any VTOS standards. In the order from high to

low, the percentage of VTOS obtainers of all other departments was 46.67% (Tour Operation), 42.11%

(Hospitality Management), 40.00% (Food Production), and 32.00% (Restaurant Management). These

figures can be considered as higher than the travel and accommodation sectors.

Finally, figure 83 provides information on the kind of work arrangement (i.e., fulltime versus part-time

positions) at the surveyed schools. It is obvious that a majority of the employees (at least 52.6%) were full-

timers. For more details, English department (20%) and Tour Operation department (6.7%) were of a very

low level of part-time staff. Even in Food Production department, 100% of training staff were full-time

employees. However, it was interesting to observe that Management-related departments (i.e., Hospitality

Management and Restaurant Management) have a sizable number of staff who were part-timers in

comparison to those in other departments. They were probably staff coming from the industry (e.g., hotels

and restaurants), who had experiences in management. The higher percentage of staff coming from the

industry indicated that schools are increasingly aware of the importance of having more practicality in their

trainings.

Figure 83: Work Arrangement across Departments

47

.4%

40

.0%

20

.0%

52

.6%

60

.0%

93

.3%

10

0.0

%

80

.0%



TourOperation

FoodProduction

English

Parttime position Fulltime position


Future Staffing Plan

Figure 84 shows the average number of teaching staff that the surveyed schools were planning to recruit

by 2020. In general, the number of new hires to be added to each departments was negative for all

departments. For more details, the average number of staff from 2015 to 2020 tended to decrease from

3.17 to 2.83 at HMD, from 4.17 to 3.00 at RMD, from 2.50 to 0.67 at TOD (the biggest decline), from 0.83

to 0.17 at FPD, and from 1.00 to 0.67 at English Department. Putting together with the plan of future

programs and student admissions discussed in the previous parts, this decline in the planned number of

staff recruited was reasonable but promising not a bright future for the training situation of tourism and

hospitality in Mekong Delta area.

Building on the notion that educational institutions are more aware of the importance of improving the

quality of their tourism training programs towards more industry-oriented, the current survey asked

schools about where they would look for their new teaching staff, from business organisations or from

educational organisations. The responses were very interesting as they were varied among the

departments. While the schools planned to hire the majority of their new teaching staff from the industry

for TOD (75%) and FPD (100%), the number of new hires from educational organisations would still

dominate the departments like English (100%), HMD (82.4%), and RMD (77.8%). This can be no problems

with English training, but should be reconsidered by the schools in terms of HMD and RMD as these two

sections both requiring their staff to have real experiences.

BOX 15: CURRENT STAFFING STATISTICS

The average number of faculty member per department was quite small, ranging from 0.83 to 4.17at each faculty. Also, schools do not anticipate significant increase in their teaching staff in the next five years.

It can be seen an invasion of female staff in all departments with the very modest percentage of male staff (around 10% and less). Tour Operation was the department that has the highest proportion of male, but just about one – third of the total amount of training staff of the department.

With the degree of master, there were quite few in number with no more than 33.3% of the teaching staff across most of the departments, except for Tour Operation (50%).

There was a slightly smaller percentage of teaching staff who had VTOS certificates to compare with that of non-VTOS holders.

The department which had the most training staff who obtained VTOS certificate (60%) was English department.

A majority of the employees (at least 52.6%) were full-timers.

Management-related departments (i.e., Hospitality Management and Restaurant Management) have a sizable number of staff who were part-timers in comparison to those in other departments


Figure 84: New Hires across Departments

Figure 85: Sources of Recruitment across Departments

Figure 85 describes the educational level of teaching staff that were planned to be recruited. In general, it

is sad to see that PhD degree was not of importance when no schools planned to recruit new hires of this

degree for any departments, even those of management like HMD and RMD. Even worse, for these two

departments the percentage of MA holders was much lower than that of BA degree (not higher than 25%).

In FPD, 100% of the future training employees would be of BA level. This is not as serious as for the two

mentioned departments as food production training is based vastly on skills. Master degree was paid

attention for Tour Operation and English Departments only. The surveyed schools stated that 100% of new

hires for TOD and 75% of new hires for English department would have to obtain postgraduate

qualifications.

Figure 87 provides more information on the kind of work arrangements the schools planned to have for the

new hires. As can be seen, schools planned to significantly scale back the part-time teaching staff with only

2.833.00

.67

.17

.67

0.00

0.50

1.00

1.50

2.00

2.50

3.00

3.50



Tour Operation FoodProduction

English

82

.4%

77

.8%

25

.0%

10

0.0

%

17

.6%

22

.2%

75

.0%

10

0.0

%



TourOperation

FoodProduction

English

From educational organisations From business organisations


5.9% (from the current 47.4%) for the Hospitality Management, 5.6% (from the current 40.0%) for the

Restaurant department and 0% (from the current 6.7%) for the Tour Operation and at the same time to

increase part-time teaching staff for English Department with 25% of the staff being part-timers. There

would be no change for Food Production when 100% of the new hires would be of fulltime employment.

Figure 86: Expected New Hires’ Qualifications across Department

Figure 87: Expected Work Arrangement across Departments

76

.5%

77

.8% 10

0.0

%

25

.0%

23

.5%

22

.2%

10

0.0

% 75

.0%



TourOperation

FoodProduction

English

BA MA PhD

25

.0%

94

.1%

94

.4%

10

0.0

%

10

0.0

% 75

.0%



TourOperation

FoodProduction

English

Parttime Fulltime


Employee Separation

We collected information regarding teaching staff separation to examine the types of employee separation

and their impacts on educational institutions in the current study. Having turnover rate under the control

is of great concern among schools because lacking of teaching staff may pose a great threat on the quality

of the education services, students’ learning and students’ satisfaction. Table provides information on

employees’ separation over the last 5 years and the reasons for such turnover. According to the data,

teaching staff separation was well under the control among surveyed schools and it was stable over the last

5 years. Among those who turnover in RMD and TOD, most of them (above 80%) chose to leave the job

voluntarily.

Table 17: Teaching Staff Turnover

5 Year Turnover

3 Year Turnover

1 Year Turnover

Quit Dis-

charged Retired Layoff

Hospitality Management 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Restaurant Management 0.33 0.00 0.33 0.33 0.00 0.00 0.00

Tour Operation 0.83 0.17 0.33 0.67 0.00 0.17 0.00

Food Production 0.00 0.00 0.00 0.00 0.00 0.00 0.00

English 0.00 0.00 0.00 0.00 0.00 0.00 0.00

The Manpower and Training Needs Analysis 2013 report identified four main reasons for staff turnover

which are (1) low salary, (2) unfit working environment, (2) other job opportunity, and (4) lack of required

skills. In this study, we asked the schools to indicate how influential these reasons are on their staff decisions

to quit the jobs. The results (figure 88) suggest that alternative work opportunity was the main reason for

teaching staff to leave the jobs.

BOX 16: FUTURE STAFFING PLAN

The number of new hires to be added to each departments was negative for all departments.

While the schools planned to hire the majority of their new teaching staff from the industry for TOD (75%) and FPD (100%), the number of new hires from educational organisations would still dominate the departments like English (100%), HMD (82.4%), and RMD (77.8%).

PhD degree was not of importance when no schools planned to recruit new hires of this degree for any departments, even those of management like HMD and RMD.

Master degree was paid attention for Tour Operation and English Departments only.

Schools planned to significantly scale back the part-time teaching staff.


Figure 88: Reasons for Quitting

Training



environment. Training is required in many situations such as getting new hires ready to perform effectively

on the job, retraining experienced employees due to changes in the job or organization, or continuously

development of employees. The Manpower and Training Needs Analysis 2013 report provides a

comprehensive analysis of the current training needs of various sectors in the tourism industry including

educational institutions. More specifically, communication, customer service, food hygiene, health and

safety, and English skills are the most sought after skills in the educational institutions. For this reason, the

current study focused only on how important it is for staff in the surveyed positions to receive training in

the next 5 years.

As indicated in Figure , the results suggest that training is considered very important for teaching staff in all

programs among surveyed schools. The results reflected the needs for schools to improve current training

quality.

3.33

2.00

4.00

2.00

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00

Low salary Unfit workingconditions

Alternative workopportunity

Lack of knowledgeand skills


Teaching staff separation was well under the control among surveyed schools and it was stable over the last 5 years.

Among those who turnover in RMD and TOD, most of them (above 80%) chose to leave the job voluntarily.

Alternative work opportunity was the main reasons for teaching staff to leave the jobs.


Figure 89: Training Needs for Teaching Staff

Vocational training Quality

Figure 90: Factors Negatively Influence Training Quality

In the study, the respondents were asked to evaluate the factors that influence negatively the training

quality, of which results are displayed in the figure 90. In this figure, the vertical axis indicates the average

points from 1 to 5 to imply the level from being not at all influential to extremely influential, and the

horizontal axis presents the 7 common factors, i.e. lack of training staff, teaching staff lack of effective

teaching skills, teaching staff lack of practical and industry experience, lack of quality (practical and industry-

oriented) training curriculum, low student quality, students lack of effective learning skills, and poor training

facilities. In a common sense, all of the mentioned factors are considered to be important to very important

factors. Among them, the results of the university entrance examination, the lack of learning skills of the

students and teachers’ lack of effective teaching skills as well as practical experiences were considered as

the most influencing factors on the quality of training.

5.00

4.67

5.00 5.00

4.67

5.00 5.00 5.00 5.004.75 4.75 4.67

4.25 4.25

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00


3.50

4.004.33

3.40

4.834.50

3.80

0.00

0.50

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00

Lack ofteaching

staff

Staff lack ofeffectiveteaching

skills

Staff lack ofpractical &

industryexperience

Lack ofpracticaltraining

curriculum

Low studentquality

Studentslack of

effectivelearning

skills

Poortrainingfacilities


Figure 91: Solutions to Improve Training Quality

Figure 91 displays the findings about the level of importance of solutions to training quality improvement.

The 7 proposed solutions are training staff on teaching skills, recruiting staff from the industry, having

training curriculum audited by experts from the industry, offering internship opportunities from the

industry for teaching staff and for students, improving training facilities and conducting placement program

for students. As can be seen from the chart, all of the mentioned solutions were rated to be very important

with the very high average points from 4.00 to 4.83. Among these, training teachers with effective teaching

skills and looking for more support from the industry (internship opportunities for students and the revision

of training curriculum by experts from the industry) were identified to be the best solutions.

3.5 Issues and recommendation for man power in accommodation and travel fields in

Mekong Delta region with 3 provinces - Can Tho city, Kien Giang and An Giang Based on the data collected and our analyses the following section provide a list of HR issues which need

to be addressed to ensure organizations to cope better with the changing market condition, increased

competition, and ever-changing customer expectations.

3.5.1 Work Performance The quality (or lack thereof) of the workforce is the biggest concern in both accommodation and travel

sectors. The results of the current study suggested that the number of staff that can exceed expectations

4.83

4.00

4.67 4.504.83

4.40 4.50

0.00

0.50

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00

Trainingeffective

teaching skills

Recruitingfrom theindustry

Trainingcurriculumaudited by

experts fromthe industry

Internshipopportunitiesfor teaching

staff

Internshipopportunitiesfor students

Improving on-campustrainingfacilities

Conductingplacement

program forstudents

BOX 18: TRAINING QUALITY

Training is considered very important for teaching staff in all programs among surveyed schools.

The lack of learning skills of the students and teachers’ lack of effective teaching skills as well as practical experiences were considered as the most influencing factors on the quality of training.

Training teachers with effective teaching skills and looking for more support from the industry (internship opportunities for students and the revision of training curriculum by experts from the industry) were identified to be the best solutions.


in job performance is low, under 10% in the accommodation sector, and 15-36% in the travel sector. The

serious issue identified here is that more than half of the staff in accommodation sector were performing

below expectations. The same figures in travel sector is much lower. Organizations need to develop a

comprehensive plan to deal with this issue effectively.

Further investigation of the performance of the work force indicated that the performance problems were

significantly more noticeable in the core (basic and essential skills for anyone to do the job), managerial

(managing, supervising or influencing the work of others) and responsible (specific skills required for the

enhancement of services and products towards a sustainable tourism development competency units.

Only around half of the front-line staff in the accommodation sector can perform functional skills (specific

skills and knowledge to perform effectively) up to or above expectations. This must be looked into. Further

investigation indicated that the performance problems were significantly noticeable in the core (basic and

essential skills for anyone to do the job), managerial (managing, supervising or influencing the work of

others) and responsible (specific skills required for the enhancement of services and products towards a

sustainable tourism development competency units). As discussed, these competency units do not only

affect the work quality of the job incumbents but also have a negative impact on the quality of others’ work.

3.5.2 Hiring In both sectors, organizations found it was more difficulty to staff managerial positions as compared to

the non-managerial positions. Both quantitative analysis of the data and qualitative analysis of the in-depth

interviews indicated that most of the businesses were struggling to staff these managerial positions. This is

understandable in light of recent reports on the quality of human resource in Vietnam The recent report by

the Manpower Group on Vietnam labor market indicated that, despite having a strong advantage in terms

of labor cost, Vietnam skill shortage, especially in management, is far more severe than area’s most

prominent and emerging powerhouse, India and China. In this particular study, we found there were certain

issues with both recruitment and selection activities.

Ineffective recruitment can negatively influence the ability of organizations to attract enough qualified

candidates and seriously hamper the effectiveness of other HR functions such as selection and training.

Internal Source, Referral from Current Employees and Specialized Job Search Websites were the most

popular recruitment sources for hotels and travel businesses to identify qualified candidates for vacant

positions. These are good and reliable sources, however, leaving out college recruitment and company own

website might limit the effectiveness of the recruitment efforts. These sources are not expensive, and if

done right, can attract a large number of qualified candidates to the organizations. Further examination of

the recruitment sources indicated that most of the sources were not effective in helping organization to

seek for the right kind of candidates for the job.

The lack of reliable and valid selection tools can seriously impact the quality of the workforce. Bio Data,

Interviews, and Work Samples were the most frequently used selection methods in both accommodation

and travel sector. However, the modest use of scientifically validated selection tools such as Ability Tests,

Personality Inventories, and Assessment Centers suggested that there is much room for improvement in

how organization select employees for their vacant positions. In terms of their effectiveness, Work Samples

and Interviews were identified as effective selection tools but only at the minimum level (rated just above

3 on a 5-point scale) indicating that organizations were not satisfied with their selection systems. This issue

is particular important because the quality of the selection process determines directly the quality of the

organization work force.

Recommendation on recruitment:


There are three criteria that organization should consider in evaluating recruitment sources: (1) How long employees recruited from different sources stay with the company; (2) the cost of the recruitment; (3) the quality of the recruitment source.

Should also make a better use of college recruitment and company’s own website to attract more candidates

It is recommended that organization should build assessment system on the required knowledge, skills, ability and other characteristics derived from the job analysis (e.g., using VTOS or O*NET). With a good understanding of the knowledge, skills, ability and other characteristics (KSAOs), organizations can design or select suitable selection tools that are reliable and valid. It is very important for organizations to collect and document validity evidences of the selection tools for continuous improvement and legal compliance needs.

Ability Tests and Personality Inventories are becoming more popular selection tools and used by many organizations across industries. They are very effective in handling a large number of candidates for lower ranking positions and have shown excellent validity in helping organizations to choose the best candidates. Ability Tests (or Intelligent Tests) are very effective for complex job such as managers and Personality Tests can allow organizations to identify candidate with suitable traits for the jobs. Interviews can be effective only if they are done right. Recent research evidence suggests that structured and behavioral interviews are the most effective in the selection setting. Structured Interviews refer to the kind of interviews whose questions are based on job analysis information. Structure interviews use the same questions for all candidates and follow the same scoring system evaluated by multiple judges in each interview. Behavioral interviews focus on past behaviors of the candidates which are relevant to the current jobs. This focus allows interviewers to understand better about how candidate might behave in a relevant situation in the future. To use work samples for jobs which they can meaningfully create a “mini replicas” of the jobs. Work samples are very useful to measure job skills by taking samples of behaviors under realistic, job-like conditions.

Assessment Centers are recommended for key personnel selection in the businesses. Assessment Centers are collections of standardized procedures used for evaluation of candidates for managerial positions. They are considered as work samples for managerial jobs and have a good validity with validity coefficients ranging from .37 to .45. One caveat is that Assessment Centers are expensive and difficult to administer so organizations must consider this carefully before investing their resources in this tool.

3.5.3 Training Training is needed but not all businesses are prepared. Surveyed organizations indicated that training

was considered very important for the positions in the current study. However, only about two third of

the organizations in both accommodation sector and travel sector seemed to be prepared for this

challenging task with almost 60 - 70% of the organisations had a dedicated budget for training.

Recommendation for vocational training colleges:

The current issues with training among surveyed organizations are not just about what to train, (i.e., identifying the trainings needs) but also how to conduct training effectively. Since on-the-job training is overwhelmingly the most frequently used training option, it is recommended that organizations should provide trainers, usually the most skilled staff or supervisors, training on training knowledge and skills. These knowledge and skills include effective communication skills, a solid understanding of how people learn, and the ability to flexibly adapt different learning principles to training. Businesses should seek professional support from outside stakeholders such as ERST programme or DCSTs in conducting key trainings for their staff.


Developing the next generation of leadership from within should be a priority for organizations because of the scarcity of qualified managers and supervisors in the industry. Succession planning and promotion-ability forecasting can be used to develop future supervisors and managers. In doing so, organizations should consider factors beyond the technical competence of their staff and expand to other competences such as leadership, motivation skills, delegation, planning and control.

Finally, it is important to approach training concertedly as a whole sector/industry since a majority of the businesses are small and privately owned. First, DCSTs of the provinces participated in the current study should consider to establish a Destination (Industry) Training Committee under the Destination Management approach of Central Coast with the HR working group to coordinate the education and training of manpower in the tourism industry in the region. Second, a HR plan for the Central Coast Provinces should be developed to address the challenges from the Manpower assessment. Third, businesses and schools should promote training networks of tourism businesses in conjunction with the HR working group and leading tourism colleges/universities.

3.5.4 Employee Separation Alternative job opportunities from competitors was the major reason for people to turnover in

accommodation business and education. All of the four reasons for staff turnover (i.e. low salary, unfit

working environment, other job opportunity, and lack of required skills) played the quite similar level of

important role in motivating the staff to leave the organization. More than 90% of all job separation was

voluntary.

3.5.5 Compensation Low compensations can be discouraging for some positions. Compensation varied greatly across positions

and sectors (i.e., accommodation and travel). Accommodation sector received much lower compensation

in comparison with travel sector across all positions. While the managerial positions of travel sector (i.e.

Product Managers and Sales & Marketing Managers) were offered around VND 21m, those of

accommodation sector (e.g., Executive Chefs, Front Office Managers, F&B Managers, or Executive

Housekeeper) received salaries ranging from VND 7.4 to 14.4 million only. Many other non-managerial

positions (e.g., Receptionists, Commis Pastry, and Travel Consultant) were paid just above the minimum

legal wage: from VND 7m – 11m for travel sector, and up to VND 4m for accommodation sector.

According to a recent study conducted by Vietnam General Confederation of Labor, the minimum legal

wage only covers 65-70% of the minimum living expenses. Obviously, the level of salary of around VND7m

for managerial positions is not equitable with the responsibilities and duties of the positions. Research (e.g.,

Colquitt et al., 2001) have found that lacking of internal equity and external equity might lead to undesirable

outcomes such as poor performance, lack of organizational commitment, job satisfaction, and turnover.

Recommendation for compensation:

Equity is the single most important aspect of a compensation system. Achieving equity requires organizations to pay attention to internal equity (fairness of the pay structure within a firm), external equity (fairness in comparison to the same jobs in other employers) and individual equity (fairness in pay decisions for employees holding the same job). Organizations are recommended to evaluate their compensation systems using job analysis information. By identifying all compensable factors (efforts, skills, responsibility, and working condition) for all jobs and evaluating jobs using a predetermined evaluation system, organizations can make sure they compensate fairly within the firm.

Fair compensation requires fair performance appraisal. In order to facilitate equity in compensation, it is suggested that organizations should utilize VTOS’s competency units in performance appraisal because it requires raters to differentiate an individual performance across different aspects of the jobs. In addition to fairness, this will facilitate the performance feedback by allowing managers to


give more specific responses to their staff and organizations can design more appropriate training for their employees.

3.5.6 Vocational training Vocational Training colleges offer no solutions to the current issues identified in the study. The study

suggested that there were 700 students in 13 training programs among the 6 surveyed schools in the region,

which is equivalent to an average of 117 students and 2.2 programs per schools. Such programs as Bar

Operation & Management, Housekeeping Operation & Management, Tour Operation, English for

Hospitality, English for Travel and Tourism Studies were not available. The most popular program among

the asked schools was Food & Beverage Management but this was provided by just only 50% of the

organisations. Approximately a third of the surveyed schools offered Front Office Operation, Hotel

Management, Restaurant Management, Tour Guiding and Vietnam studies as a part of their training

programs. Only 16.7% of the educational organisations were having Food Production and Travel and

Tourism Management in the training program. In conclusion, the data suggested that there are very few

formal opportunities for training in the region.

To make the matter worse, among the 13 available programs at the 6 educational institutions, all of them

were offered at the Associate’s degree and lower and there was no program at the Bachelor and Master

levels. As a result, this could potentially be an issue as there are not many training opportunities for office

and managerial positions. Looking into the next 5 years, the data suggested that there would be little

change in the overall picture of the Tourism education. In 2020, there would be 1,120 new students in 13

new programs added to the current pool of training programs. There were several programs which would

be offered by fewer institutions than the present, i.e. Food & Beverage Management and Restaurant

Management. Even worse, no more organisations continued to offer Hotel Management and Tour Guiding

in the future. While the hotel and tourism industry is experiencing the high level of demand as well as more

and more new hotels were being built in the Mekong Delta to serve more demand, the reduction as well as

the stop in offering several programs like HKO, FBM, RSM, TGD, HTM could cause a serious issue in the

provision of human resources for tourism and hospitality industry in the Mekong Delta area. Among those

programs which would be offered by 2020, only 15% of the new programs would be offered at the

Bachelor’s degree and there would be no Master program.

Another issue with the educational institution was the size of their teaching staff. Currently, there is a total

number of 69 full-time and part-time teaching staff across 5 departments (i.e., Hospitality Management,

Restaurant Management, Tour Operation, Food Production, and English Department) in the 6 schools in

the current study. This is equivalent to 2.3 teaching staff per department and 1 teaching staff per 10

students. With schools’ plans to recruitment 44 more teaching staff in the next 5 years, the situation would

be improved slightly with an average of 3.8 teaching staff per department and 1 teaching staff per 10

students in 2020.

Recommendation for vocational training:

In order to improve the training quality, it is recommended that training colleges should focus on enhancing the practical and industry experience of teaching staff and provide assistance to improve students’ effective learning strategies. With the support from the industry in terms of offering internship opportunities for teaching staff and students and participating in the design of the curriculum, training colleges can significantly improve its relevance to the industry, as using of lecturer-exchange programs with industry, improving the responsiveness of the education providers to the changing requirements of the industry.


Training colleges should work with the industry to manage the internship assignment better. Such opportunities for placement with employers would provide students with a practical understanding of the work environment and ease their transition to the workplace on completion of their studies.

Vocational training colleges can redesign their hospitality or tourism curriculum using the material provided by the VTOS. More conveniently, schools can use pre-designed VTOS lesson plans and assessment materials in training of students and exposing them to modern subject content and approaches.


Annex 1: Sample VTOS Job Information: Front Office Occupations

VTOS for Front Office Operations cover all front office jobs from Front Office Clerk to Front Office Manager. The

VTOS front office standards have also taken account of local hotel operations.

The Front Office is the public face of the hotel and provides services to guests including greeting, welcoming,

checking in and looking after their needs during their stay. It provides a range of services including reservations,

reception services, information and financial transactions, concierge, bell services and liaison between guests

and other departments, especially with housekeeping, food and beverage, and security departments. Although

the organisational structure of the hotel’s front office varies depending upon whether the facility is a small

business or a large resort, certain roles are found within all organizations.

Typical jobs include: Front Office Manager, Front Desk Supervisor, Night Auditor, Receptionist, Front Office

Clerk/Agent, Guest Services Officer, Telephone Operator, Concierge and Bell Boy

Front Office Manager, Rooms Division Manager or Front Desk Supervisor oversees all front office operations for

the hotel. They manage staff, arrange work schedules and implement policies or procedures that are

administered by hotel management.

Reservation Clerks communicate with guests via the telephone and Internet, scheduling their stays and

documenting any special needs they may have.

Front Desk Clerks or Guest Service Officers check in guests, assign rooms and answer any basic questions or

requests the guests may have throughout their stay. At the end of the guests’ stay, a front desk clerk checks them

out. In addition, the clerk reports any concerns the guest had to management.

Hotel Bellhop/Bellboy or Porter greets guests once they checked into the hotel. This individual carries the

guests’ luggage while showing them to their room. Ensuring that everything in the room is in order and properly

working, the porter checks room equipment, such as lighting and ventilation. He may also instruct visitors in the

operation of hotel systems, such as the television remote control and telephones.

Concierge of a hotel is a front office professional who coordinates guests’ entertainments, travel and other

activities. In addition, they may make restaurant reservations, order transport and may even arrange personal

shopping for the guests.

LIST OF UNITS OF COMPETENCE

Ref Unit No Unit Title Levels

Core Generic 1 2 3 4 5

1 FOS1.1 RECEIVE AND PROCESS RESERVATIONS

2 FOS1.2 PROVIDE CHECK IN AND REGISTRATION

SERVICES

3 FOS1.3 PROVIDE GUEST SERVICES

4 FOS1.4 PROVIDE CHECKOUT SERVICES

5 FOS1.5 PROVIDE BELL BOY AND PORTER SERVICES

6 FOS2.1 OPERATE AN ONLINE RESERVATION SYSTEM

7 FOS2.2 PROVIDE TELEPHONE AND IT SERVICES

8 FOS2.3 USE PROPERTY MANAGEMENT SYSTEMS

9 FOS2.4 PROVIDE CONCIERGE SERVICES

10 FOS3.1 CONDUCT A NIGHT AUDIT

11 FOS3.2 MONITOR FRONT OFFICE OPERATIONS

12 HRS3 CONDUCT A STAFF PERFORMANCE REVIEW

13 HRS7 PROVIDE ON-THE-JOB COACHING




14 HRS8 DELIVER A GROUP TRAINING SESSION

15 HRS9 QUALITY ASSURE WORK IN YOUR TEAM

16 HRS10 PLAN, ALLOCATE AND MONITOR WORK OF A

TEAM

17 FMS4 PREPARE AND ANALYSE FINANCIAL

STATEMENTS AND REPORTS

18 GAS5 PLAN, MANAGE AND CONDUCT MEETINGS

19 FOS4.1 MANAGE REVENUE

20 FOS4.2 MANAGE FRONT OFFICE OPERATIONS

21 GAS6 MANAGE DAILY OPERATIONS

22 FMS1 PREPARE BUDGETS

23 RTS4.8 APPLY RESPONSIBLE TOURISM TO

ACCOMMODATION SERVICES

24 HRS1 IDENTIFY STAFF DEVELOPMENT NEEDS

25 HRS4 INITIATE AND FOLLOW DISCIPLINARY

PROCEDURES

26 HRS5 RECRUIT, SELECT AND RETAIN STAFF

27 HRS6 HANDLE STAFF GRIEVANCES AND RESOLVE

PROBLEMS

28 HRS11 IMPLEMENT OCCUPATIONAL HEALTH AND

SAFETY PRACTICES

29 CMS1 MANAGE QUALITY SERVICE AND CUSTOMER

SATISFACTION

30 GAS2 OPTIMISE EFFECTIVE USE OF TECHNOLOGY

31 GAS3 ESTABLISH POLICIES AND PROCEDURES

32 COS1 USE THE TELEPHONE IN THE WORKPLACE

33 COS2 WORK EFFECTIVELY WITH OTHERS

34 COS3 COMPLETE ROUTINE ADMINISTRATIVE TASKS

35 COS4 USE ENGLISH AT A BASIC OPERATIONAL LEVEL

36 COS5 MAINTAIN INDUSTRY KNOWLEDGE

37 COS6 PROVIDE BASIC FIRST AID

38 COS7 PROVIDE SAFETY AND SECURITY

39 COS8 RESPOND TO EMERGENCIES

40 COS9 APPLY INFORMATION AND COMMUNICATION

TECHNOLOGY KNOWLEDGE

41 COS10 USE COMMON BUSINESS TOOLS AND

TECHNOLOGY

42 GES1 PREPARE FOR WORK

43 GES2 RECEIVE AND RESOLVE COMPLAINTS

44 GES3 CLOSE DOWN THE SHIFT

45 GES4 PROCESS FINANCIAL TRANSACTIONS

46 GES6 PROMOTE AND SELL PRODUCTS AND SERVICES

47 GES7 MAINTAIN DOCUMENT FILING AND RETRIEVAL

SYSTEMS

48 GES9 DEVELOP GUEST RELATIONSHIPS

49 GES10 PREPARE AND PRESENT REPORTS




50 GES12 APPLY RESPONSIBLE TOURISM PRINCIPLES

51 GES13 MONITOR FACILITIES AND OPERATIONS TO

ENSURE CHILD PROTECTION

52 GES15 DEAL WITH INTOXICATED AND UNAUTHORIZED

PERSONS

53 GES16 PREPARE BUSINESS DOCUMENTS IN ENGLISH

FRONT OFFICE OPERATIONS QUALIFICATIONS

Cert No Occupational Qualifications (aimed at industry) Level

CFO1 Certificate in Front Office 1

CFO2 Certificate in Front Office 2

CFOS3 Certificate in Front Office Supervision 3

DFOM Diploma in Front Office Management 4

CFO1 - Certificate in Front Office Level 1 (15 Units)





SERVICES



5 FOS1.5 PROVIDE BELL BOY AND PORTER SERVICES











CFO2 - Certificate in Front Office Level 2 (22 Units)






SERVICES



5 FOS2.1 OPERATE AN ONLINE RESERVATION SYSTEM

6 FOS2.2 PROVIDE TELEPHONE AND IT SERVICES


8 FOS2.4 PROVIDE CONCIERGE SERVICES






14 COS7 PROVIDE SAFETY AND SECURITY






20 GES7 MAINTAIN DOCUMENT FILING AND RETRIEVAL

SYSTEMS



CFOS3 - Certificate in Front Office Supervision Level 3 (26 Units)





3 FOS3.1 CONDUCT A NIGHT AUDIT

4 FOS3.2 MONITOR FRONT OFFICE OPERATIONS


6 HRS7 PROVIDE ON-THE-JOB COACHING

7 HRS8 DELIVER A GROUP TRAINING SESSION

8 HRS9 QUALITY ASSURE WORK IN YOUR TEAM

9 HRS10 PLAN, ALLOCATE AND MONITOR WORK OF A

TEAM

10 GAS5 PLAN, MANAGE AND CONDUCT MEETINGS









16 COS9 APPLY INFORMATION AND COMMUNICATION

TECHNOLOGY KNOWLEDGE

17 COS10 USE COMMON BUSINESS TOOLS AND

TECHNOLOGY









25 GES15 DEAL WITH INTOXICATED AND UNAUTHORIZED

PERSONS

26 GES16 PREPARE BUSINESS DOCUMENTS IN ENGLISH

DFOM - Diploma in Front Office Management Level 4 (22 Units)





3 FMS4 PREPARE AND ANALYSE FINANCIAL

STATEMENTS AND REPORTS

4 FOS4.1 MANAGE REVENUE

5 FOS4.2 MANAGE FRONT OFFICE OPERATIONS

6 HRS1 IDENTIFY STAFF DEVELOPMENT NEEDS

7 HRS4 INITIATE AND FOLLOW DISCIPLINARY

PROCEDURES

8 HRS5 RECRUIT, SELECT AND RETAIN STAFF

9 HRS6 HANDLE STAFF GRIEVANCES AND RESOLVE

PROBLEMS

10 HRS11 IMPLEMENT OCCUPATIONAL HEALTH AND

SAFETY PRACTICES

11 CMS1 MANAGE QUALITY SERVICE AND CUSTOMER

SATISFACTION

12 RTS4.8 APPLY RESPONSIBLE TOURISM TO

ACCOMMODATION SERVICES

13 FMS1 MANAGE QUALITY SERVICE AND CUSTOMER

SATISFACTION

14 GAS6 MANAGE DAILY OPERATIONS

15 GAS2 OPTIMISE EFFECTIVE USE OF TECHNOLOGY

16 GAS3 ESTABLISH POLICIES AND PROCEDURES








21 GES10 PREPARE AND PRESENT REPORTS




Annex 2: Study’s Questionnaires

MANPOWER SURVEY 2015

– ACCOMMODATION SECTOR –

General Information

1. Name of Organization: .............................................................................................................................................

2. Key contact: ................................................................... Position: .......................................................................

Address: ........................................................................................................... Province: ...................................

Telephone: ..................................................................... Fax: ..............................................................................

Email: ............................................................................. Website: .......................................................................

3. Ranking: ☐ 3 Star Hotel/Resort ☐ 4 Star Hotel/Resort ☐ 5 Star Hotel/Resort

Brand ☐ Independent ☐ Chain Hotel/Resort

Size & Type of Room: Total number of room ......................................................................... which consist of

.......................... Standard Rooms (STD) ........................... Superior Rooms (SUP)

.............................. Deluxe Rooms (DLX) ................................ Suite Rooms (SUT)

2011 2012 2013 2014 2015

▼ ▼ ▼ ▼ ▼

Occupancy Rate …… % …… % …… % …… % …… %

Current staffing situation

4. For each of the positions, please indicate the total number of staff in terms of their gender, qualification, and employment status.

Position Total

Gender Highest Qualification Status

M F

High school

and lower

Voc. Training

and College

Under-graduat

e

Master and

higher

Part-

time

Full-

time


…… …… …… …… …… …… …… …… ……

Front Office Supervisor …… …… …… …… …… …… …… ……

……

Receptionist

…… …… …… …… …… …… …… …… ……

Executive Housekeeper …… …… …… …… …… …… …… ……

……

Laundry Manager

…… …… …… …… …… …… …… …… ……

Floor Supervisor

…… …… …… …… …… …… …… …… ……

Executive Chef

…… …… …… …… …… …… …… …… ……

Chef

…… …… …… …… …… …… …… …… ……

Commis Pastry

…… …… …… …… …… …… …… …… ……

F&B Director/ Manager …… …… …… …… …… …… …… ……

……

Head Waiter

…… …… …… …… …… …… …… …… ……


5. For each of the positions, please indicate the percentage of your staff in each of the following VTOS’s occupational level (for the description of the occupational level, see below)

- Certificate Level 1: Basic, routine skills in a defined context

- Certificate Level 2: Broad range of skills in more varied context with more responsibilities

- Certificate Level 3: Greater technical competence with supervisory skills

- Diploma Level 4: Specialized competence with managerial skills

- Advanced Diploma Level 5: Sophisticated, broad and specialized competence with senior management skills

Position

VTOS Occupational Level

Certificate Level 1

Certificate Level 2

Certificate Level 3

Diploma Level 4

Advanced Dip. Level 5

Front Office Manager …… % …… % …… % …… % …… %

Front Office Supervisor …… % …… % …… % …… % …… %

Receptionist …… % …… % …… % …… % …… %

Executive Housekeeper …… % …… % …… % …… % …… %

Laundry Manager …… % …… % …… % …… % …… %

Floor Supervisor …… % …… % …… % …… % …… %

Executive Chef …… % …… % …… % …… % …… %

Chef …… % …… % …… % …… % …… %

Commis Pastry …… % …… % …… % …… % …… %

F&B Director/ Manager …… % …… % …… % …… % …… %

Head Waiter …… % …… % …… % …… % …… %

6. For each of the positions and under each of the VTOS’s competency units, please indicate the percentage your staff with performance rated

- Level 1: below expectation

- Level 2: meet expectation

- Level 3: exceed expectation

Position

Overall Job Performance Functional

(technical/professional) competencies

Core (common) competencies

Level 1

Level 2

Level 3

Level 1

Level 2

Level 3

Level 1

Level 2

Level 3


…… % …… % …… % …… % …… % …… % …… % …… %

…… %


…… % …… % …… % …… % …… % …… % …… % …… %

…… %

Receptionist

…… % …… % …… % …… % …… % …… % …… % …… %

…… %


…… % …… % …… % …… % …… % …… % …… % …… %

…… %

Laundry Manager

…… % …… % …… % …… % …… % …… % …… % …… %

…… %

Floor Supervisor

…… % …… % …… % …… % …… % …… % …… % …… %

…… %

Executive Chef

…… % …… % …… % …… % …… % …… % …… % …… %

…… %

Chef

…… % …… % …… % …… % …… % …… % …… % …… %

…… %


Commis Pastry

…… % …… % …… % …… % …… % …… % …… % …… %

…… %

F&B Director/ Manager

…… % …… % …… % …… % …… % …… % …… % …… %

…… %

Head Waiter

…… % …… % …… % …… % …… % …… % …… % …… %

…… %

Position

Generic (job related) competencies

Management competencies

Responsible competencies

Level 1

Level 2

Level 3

Level 1

Level 2

Level 3

Level 1

Level 2

Level 3


…… % …… % …… % …… % …… % …… % …… % …… %

…… %


…… % …… % …… % …… % …… % …… % …… % …… %

…… %

Receptionist

…… % …… % …… % …… % …… % …… % …… % …… %

…… %


…… % …… % …… % …… % …… % …… % …… % …… %

…… %

Laundry Manager

…… % …… % …… % …… % …… % …… % …… % …… %

…… %

Floor Supervisor

…… % …… % …… % …… % …… % …… % …… % …… %

…… %

Executive Chef

…… % …… % …… % …… % …… % …… % …… % …… %

…… %

Chef

…… % …… % …… % …… % …… % …… % …… % …… %

…… %

Commis Pastry

…… % …… % …… % …… % …… % …… % …… % …… %

…… %


…… % …… % …… % …… % …… % …… % …… % …… %

…… %

Head Waiter

…… % …… % …… % …… % …… % …… % …… % …… %

…… %

HR Activities (Recruitment, Selection, Training and Employees Separation)

7. For each of the positions, please choose the top 3 most frequently used recruitment sources by ticking the box below.

Position

Recruitment Sources

Internal Source

Referral from

current staff

College Recruitin

g

Company

Website

Job and Career

Websites

News-paper and

other related media

Other source

…………

…………

Front Office Manager ☐ ☐ ☐ ☐ ☐ ☐ ☐


☐ ☐ ☐ ☐ ☐ ☐ ☐

Receptionist ☐ ☐ ☐ ☐ ☐ ☐ ☐


☐ ☐ ☐ ☐ ☐ ☐ ☐

Laundry Manager ☐ ☐ ☐ ☐ ☐ ☐ ☐

Floor Supervisor ☐ ☐ ☐ ☐ ☐ ☐ ☐

Executive Chef ☐ ☐ ☐ ☐ ☐ ☐ ☐

Chef ☐ ☐ ☐ ☐ ☐ ☐ ☐

Commis Pastry ☐ ☐ ☐ ☐ ☐ ☐ ☐


☐ ☐ ☐ ☐ ☐ ☐ ☐

Head Waiter ☐ ☐ ☐ ☐ ☐ ☐ ☐

8. Please indicate the level of effectiveness and quality of the following recruitment sources by ticking the appropriate box below.


Recruitment sources

Poor Fair Good Very Good Excellent

1 2 3 4 5

Internal Job Posting ☐ ☐ ☐ ☐ ☐

Referral from current employees ☐ ☐ ☐ ☐ ☐

College Recruiting ☐ ☐ ☐ ☐ ☐

Company Website ☐ ☐ ☐ ☐ ☐

Job and Career Websites ☐ ☐ ☐ ☐ ☐

Newspaper and other related media

☐ ☐ ☐ ☐ ☐

Other source (please specify)

...................................................... ☐ ☐ ☐ ☐ ☐

9. Which of the following methods are used for the following positions by ticking the box below.

Position

Selection Methods

Application form,

Resume, CV

Cognitive ability (IQ)

Personality-based

assessment

Work sample

Structured Interview

Assessment Center

Front Office Manager ☐ ☐ ☐ ☐ ☐ ☐


☐ ☐ ☐ ☐ ☐ ☐

Receptionist ☐ ☐ ☐ ☐ ☐ ☐


☐ ☐ ☐ ☐ ☐ ☐

Laundry Manager ☐ ☐ ☐ ☐ ☐ ☐

Floor Supervisor ☐ ☐ ☐ ☐ ☐ ☐

Executive Chef ☐ ☐ ☐ ☐ ☐ ☐

Chef ☐ ☐ ☐ ☐ ☐ ☐

Commis Pastry ☐ ☐ ☐ ☐ ☐ ☐


☐ ☐ ☐ ☐ ☐ ☐

Head Waiter ☐ ☐ ☐ ☐ ☐ ☐

10. Please indicate the level of effectiveness and quality of the following selection methods in scanning the candidates by ticking the appropriate box below.

Selection Methods


1 2 3 4 5

Application form, Resume, CV ☐ ☐ ☐ ☐ ☐

Cognitive ability (IQ) ☐ ☐ ☐ ☐ ☐

Personality-based assessment ☐ ☐ ☐ ☐ ☐

Work sample ☐ ☐ ☐ ☐ ☐

Structured Interview ☐ ☐ ☐ ☐ ☐

Assessment Center ☐ ☐ ☐ ☐ ☐

11. Please indicate how difficult for you to fill in these positions at the hotel by ticking the appropriate box below.

Position

Very easy Neutral Very difficult

1 2 3 4 5

Front Office Manager ☐ ☐ ☐ ☐ ☐


☐ ☐ ☐ ☐ ☐

Receptionist ☐ ☐ ☐ ☐ ☐



☐ ☐ ☐ ☐ ☐

Laundry Manager ☐ ☐ ☐ ☐ ☐

Floor Supervisor ☐ ☐ ☐ ☐ ☐

Executive Chef ☐ ☐ ☐ ☐ ☐

Chef ☐ ☐ ☐ ☐ ☐

Commis Pastry ☐ ☐ ☐ ☐ ☐


☐ ☐ ☐ ☐ ☐

Head Waiter ☐ ☐ ☐ ☐ ☐

12. For each of the positions, please indicate the number of staff who left your organization in the past 5 year, 3 year, and last year) and the reason for their turnover.

Position

Turnover Types of Turnover (among those who left the

organization during the last 5 year)

Last 5 year

Last 3 year

Last 1 year

Quit Discharge Retiremen

t Layoff

Front Office Manager …… …… …… …… …… …… ……

Front Office Supervisor …… …… …… …… …… …… ……

Receptionist …… …… …… …… …… …… ……

Executive Housekeeper …… …… …… …… …… …… ……

Laundry Manager …… …… …… …… …… …… ……

Floor Supervisor …… …… …… …… …… …… ……

Executive Chef …… …… …… …… …… …… ……

Chef …… …… …… …… …… …… ……

Commis Pastry …… …… …… …… …… …… ……

F&B Director/ Manager …… …… …… …… …… …… ……

Head Waiter …… …… …… …… …… …… ……

13. Among those who chose to quit, please indicate how each of the following factors influence their turnover decision by ticking the appropriate box below.

Position

Not at all influential Extremely Influential

1 2 3 4 5

Low salary ☐ ☐ ☐ ☐ ☐

Unfit working condition ☐ ☐ ☐ ☐ ☐

Alternative work opportunity ☐ ☐ ☐ ☐ ☐

Lack of knowledge and skills ☐ ☐ ☐ ☐ ☐

Other (please specify) .....................................................

☐ ☐ ☐ ☐ ☐

14. Please indicate how important training is for your staff to improve their performance in the future by ticking the appropriate box below.

Position

Not at all important Very Important

1 2 3 4 5

Front Office Manager ☐ ☐ ☐ ☐ ☐


☐ ☐ ☐ ☐ ☐

Receptionist ☐ ☐ ☐ ☐ ☐


☐ ☐ ☐ ☐ ☐

Laundry Manager ☐ ☐ ☐ ☐ ☐


Floor Supervisor ☐ ☐ ☐ ☐ ☐

Executive Chef ☐ ☐ ☐ ☐ ☐

Chef ☐ ☐ ☐ ☐ ☐

Commis Pastry ☐ ☐ ☐ ☐ ☐


☐ ☐ ☐ ☐ ☐

Head Waiter ☐ ☐ ☐ ☐ ☐

15. Do you have a training budget ☐Yes ☐No;

If yes, what is the percentage of the training budget within total HR budget? ..........................................................

16. For each of the position, please provide the salary level inclusive of incentive and benefits (min, average, max) and how competitive they are to the market rate

Position

Salary Range (in million VND) Relative Salary in Comparison to

Competitors

Min Average Max

Below the Market Rate

At the Market Rate

Above the Market Rate

Front Office Manager …… …… …… ☐ ☐ ☐

Front Office Supervisor …… …… ……

☐ ☐ ☐

Receptionist …… …… …… ☐ ☐ ☐

Executive Housekeeper …… …… ……

☐ ☐ ☐

Laundry Manager …… …… …… ☐ ☐ ☐

Floor Supervisor …… …… …… ☐ ☐ ☐

Executive Chef …… …… …… ☐ ☐ ☐

Chef …… …… …… ☐ ☐ ☐

Commis Pastry …… …… …… ☐ ☐ ☐

F&B Director/ Manager …… …… ……

☐ ☐ ☐

Head Waiter …… …… …… ☐ ☐ ☐

Future Plan

17. Do you have plan to expand the hotel in the next 5 years in terms of room and other hotel facilities? If yes, please indicate the size of the facilities

Facilities

Expansion Plan Added Capacity

Yes No

Standard Room ☐ ☐ Number of Standard Rooms to be add …………

Superior Room ☐ ☐ Number of Superior Rooms to be add …………

Deluxe Room ☐ ☐ Number of Deluxe Rooms to be add …………

Suite Room ☐ ☐ Number of Suite Room to be add …………

Swimming Pool ☐ ☐

Size of new swimming pool (in square meter) …………

Gym & Wellness Center

☐ ☐

Size of new gym or wellness center (in square meter) …………


Casino ☐ ☐

Description of a new casino ................................................................

............................................................................................................

How many people it can accommodate at one time? …………

Sauna & Massage ☐ ☐

Description of a sauna and massage center .......................................

............................................................................................................


Restaurant ☐ ☐

Description of a new restaurant ..........................................................

............................................................................................................


Convention/Conference Center

☐ ☐

Description of a new conference center?.............................................

............................................................................................................


Golf course ☐ ☐

Description of a new golf course center? .............................................

............................................................................................................

............................................................................................................



– TRAVEL SECTOR –

General Information

1. Name of Organization: .............................................................................................................................................


Address: ................................................................................................... Province: ...........................................

Telephone: ..................................................................... Fax: ..............................................................................

Email: ............................................................................. Website: .......................................................................

3. Type ☐ In-bound ☐ Out-bound ☐ Both

Size Number of employees ..............................................................................................................

Total revenue in 2014 (in million VND) ......................................................................................

Total number of customers served in 2014 ...............................................................................

Percentage of in-bound …………% vs. outbound …………% vs. domestic guest travelling in VN …………%

Percentage of international customers …………% vs. domestic customers …………%

Current staffing situation

4. For each of the positions, please indicate the total number of staff in terms of their gender, qualification, and employment status.

Position Total

Gender Highest Qualification Status

M F

High school

and lower

Voc. Training

and College

Undergraduate

Master and

higher

Part-time

Full-time

Travel Consultant …… …… …… …… …… …… …… …… ……

Product Manager …… …… …… …… …… …… …… …… ……

Sales and Marketing Manager …… …… …… …… …… …… …… …… ……

Tour Operator …… …… …… …… …… …… …… …… ……

Tour Guide …… …… …… …… …… …… …… …… ……

5. For each of the positions, please indicate the percentage of your staff in each of the following VTOS’s occupational level (for the description of the occupational level, see below)

- Certificate Level 1: Basic, routine skills in a defined context

- Certificate Level 2: Broad range of skills in more varied context with more responsibilities

- Certificate Level 3: Greater technical competence with supervisory skills

- Diploma Level 4: Specialized competence with managerial skills

- Advanced Diploma Level 5: Sophisticated, broad and specialized competence with senior management skills

Position

Occupational Level

Certificate Level 1

Certificate Level 2

Certificate Level 3

Diploma Level 4

Advanced Dip. Level 5


Travel Consultant …… % …… % …… % …… % …… %

Product Manager …… % …… % …… % …… % …… %

Sales and Marketing Manager …… % …… % …… % …… % …… %

Tour Operator …… % …… % …… % …… % …… %

Tour Guide …… % …… % …… % …… % …… %

6. For each of the positions and under each of the VTOS’s competency units, please indicate the percentage your staff with performance rated

- Level 1: below expectation

- Level 2: meet expectation

- Level 3: exceed expectation

Position

Overall Job Performance Functional

(technical/professional) competencies

Core (common) competencies

Level 1

Level 2

Level 3

Level 1

Level 2

Level 3

Level 1

Level 2

Level 3

Travel Consultant …… % …… % …… % …… % …… % …… % …… % …… % …… %

Product Manager …… % …… % …… % …… % …… % …… % …… % …… % …… %

Sales and Marketing Manager …… % …… % …… % …… % …… % …… % …… % …… % …… %

Tour Operator …… % …… % …… % …… % …… % …… % …… % …… % …… %

Tour Guide …… % …… % …… % …… % …… % …… % …… % …… % …… %

Position

Generic (job related) competencies

Management competencies

Responsible competencies

Level 1

Level 2

Level 3

Level 1

Level 2

Level 3

Level 1

Level 2

Level 3

Travel Consultant …… % …… % …… % …… % …… % …… % …… % …… % …… %

Product Manager …… % …… % …… % …… % …… % …… % …… % …… % …… %

Sales and Marketing Manager …… % …… % …… % …… % …… % …… % …… % …… % …… %

Tour Operator …… % …… % …… % …… % …… % …… % …… % …… % …… %

Tour Guide …… % …… % …… % …… % …… % …… % …… % …… % …… %

HR Activities (Recruitment, Selection, Training and Employees Separation)

7. For each of the positions, please choose the top 3 most frequently used recruitment sources by ticking the box below.

Position

Recruitment Sources

Internal Source

Referral from

current employe

e

College Recruitin

g

Company

Website

Job and Career

Websites

News-paper and

other related media

Other source

…………

…………

……

Travel Consultant ☐ ☐ ☐ ☐ ☐ ☐ ☐

Product Manager ☐ ☐ ☐ ☐ ☐ ☐ ☐

Sales and Marketing Manager

☐ ☐ ☐ ☐ ☐ ☐ ☐

Tour Operator ☐ ☐ ☐ ☐ ☐ ☐ ☐

Tour Guide ☐ ☐ ☐ ☐ ☐ ☐ ☐

8. Please indicate the level of effectiveness and quality of the following recruitment sources by ticking the appropriate box below.

Position Poor Fair Good Very Good Excellent


1 2 3 4 5

Internal Source ☐ ☐ ☐ ☐ ☐

Referral from current employees ☐ ☐ ☐ ☐ ☐

College Recruiting ☐ ☐ ☐ ☐ ☐

Company Website ☐ ☐ ☐ ☐ ☐

Job and Career Websites ☐ ☐ ☐ ☐ ☐

Newspaper and other related media

☐ ☐ ☐ ☐ ☐

Other source (please specify)

....................................................

9. Which of the following methods are used for the following positions by ticking the box below.

Position

Selection Methods

Application form,

Resume, CV

Cognitive ability (IQ)

Personality-based

assessment

Work sample

Structured Interview

Assessment Center

Travel Consultant ☐ ☐ ☐ ☐ ☐ ☐

Product Manager ☐ ☐ ☐ ☐ ☐ ☐


☐ ☐ ☐ ☐ ☐ ☐

Tour Operator ☐ ☐ ☐ ☐ ☐ ☐

Tour Guide ☐ ☐ ☐ ☐ ☐ ☐

10. Please indicate the level of effectiveness and quality of the following selection methods in scanning the candidates by ticking the appropriate box below.

Selection Methods


1 2 3 4 5

Application form, Resume, CV ☐ ☐ ☐ ☐ ☐

Cognitive ability (IQ) ☐ ☐ ☐ ☐ ☐

Personality-based assessment ☐ ☐ ☐ ☐ ☐

Work sample ☐ ☐ ☐ ☐ ☐

Structured Interview ☐ ☐ ☐ ☐ ☐

Assessment Center ☐ ☐ ☐ ☐ ☐

11. Please indicate how difficult for you to fill in these positions at the hotel by ticking the appropriate box below.

Position

Very easy Neutral Very difficult

1 2 3 4 5

Travel Consultant ☐ ☐ ☐ ☐ ☐

Product Manager ☐ ☐ ☐ ☐ ☐


☐ ☐ ☐ ☐ ☐

Tour Operator ☐ ☐ ☐ ☐ ☐

Tour Guide ☐ ☐ ☐ ☐ ☐

12. For each of the positions, please indicate the number of staff left your organization in the past 5 year, 3 year, and last year and the reason for their turnover.

Position

Turnover Types of Turnover (among those who left the

organization during the last 5 year)

Last 5 year

Last 3 year

Last 1 year

Quit Discharge Retiremen

t Layoff

Travel Consultant …… …… …… …… …… …… ……

Product Manager …… …… …… …… …… …… ……


Sales and Marketing Manager …… …… …… …… …… …… ……

Tour Operator …… …… …… …… …… …… ……

Tour Guide …… …… …… …… …… …… ……

13. Among those who chose to quit, please indicate how each of the following factors influence their turnover decision by ticking the appropriate box below.

Reason for quitting


1 2 3 4 5


Unfit working condition ☐ ☐ ☐ ☐ ☐



Other (please specify) ....................................................

☐ ☐ ☐ ☐ ☐

14. Please indicate how important training is for your staff to improve their performance in the future by ticking the appropriate box below.

Position

Not at all important Very Important

1 2 3 4 5

Travel Consultant ☐ ☐ ☐ ☐ ☐

Product Manager ☐ ☐ ☐ ☐ ☐


☐ ☐ ☐ ☐ ☐

Tour Operator ☐ ☐ ☐ ☐ ☐

Tour Guide ☐ ☐ ☐ ☐ ☐

15. Do you have a training budget ☐Yes ☐No;

If yes, what is the percentage of the training budget within total HR budget? ..........................................................

16. For each of the position, please provide the salary level (min, average, max) and how competitive they are to the market rate

Position

Salary Range (in million VND) Relative Salary in Comparison to

Competitors

Min Average Max

Below the Market Rate

At the Market Rate

Above the Market Rate

Travel Consultant …… …… …… ☐ ☐ ☐

Product Manager …… …… …… ☐ ☐ ☐

Sales and Marketing Manager …… …… ……

☐ ☐ ☐

Tour Operator …… …… …… ☐ ☐ ☐

Tour Guide …… …… …… ☐ ☐ ☐

Future Plan

17. Do you have plan to expand the business in the next 5 years? If yes, please provide a brief description of the plan.

..................................................................................................................................................................................

..................................................................................................................................................................................

..................................................................................................................................................................................

..................................................................................................................................................................................

..................................................................................................................................................................................


..................................................................................................................................................................................


– EDUCATION SECTOR –

General Information

1. Name of Training Institution: ....................................................................................................................................

2. Type of Training: ☐ Tourism and Hospitality program only

☐ Comprehensive, including Tourism and Hospitality programs


Address: ............................................................................................. Province .................................................

Telephone: ..................................................................... Fax: ..............................................................................

Email: ............................................................................. Website: .......................................................................

Training Programs

4. Which of the following programs are currently available. For each of the selected program, please also indicate (1) the total number of students your institution is taking, (2) program level (e.g., vocational training, college, university, master and higher), and (3) the total annual tuition and fees (in million VND).

Program 2015

No of Student

per year

Program level Approx. Annual

Tuition & Fees

VT

College

BA/BS M.S.

Food and Beverage Management ☐ …… …… …… …… …… ………………

Bar Operation & Management ☐ …… …… …… …… …… ………………

Front Office Operation ☐ …… …… …… …… …… ………………

Housekeeping Operation & Management

☐ …… …… …… …… …… ………………

Food Production ☐ …… …… …… …… …… ………………

Hotel Management ☐ …… …… …… …… …… ………………

Restaurant Management ☐ …… …… …… …… …… ………………

Tour Guiding ☐ …… …… …… …… …… ………………

Tour Operation ☐ …… …… …… …… …… ………………

English for Hospitality ☐ …… …… …… …… …… ………………

English for Travel Operation ☐ …… …… …… …… …… ………………

Travel and Tourism Management ☐ …… …… …… …… …… ………………

Tourism Studies ☐ …… …… …… …… …… ………………

Vietnam Studies ☐ …… …… …… …… …… ………………

Other (please specify)

.......................................................... …… …… …… …… …… ………………

5. Which of the following programs will be offered for the first time in the next 5 year (available in 2020). For each of the selected program, please also indicate (1) the total number of students your institution is planning to take, (2) program level (e.g., vocational training, college, university, master and higher), and (3) the estimated total annual tuition and fees (in million VND).

Program 2020

No of Student

per year


Tuition & Fee

VT Col BA/BS M.S.


Food and Beverage Management ☐ …… …… …… …… …… ………………

Bar Operation & Management ☐ …… …… …… …… …… ………………

Front Office Operation ☐ …… …… …… …… …… ………………


☐ …… …… …… …… …… ………………

Food Production ☐ …… …… …… …… …… ………………

Hotel Management ☐ …… …… …… …… …… ………………

Restaurant Management ☐ …… …… …… …… …… ………………

Tour Guiding ☐ …… …… …… …… …… ………………

Program 2020

No of Student

per year


Tuition & Fee

VT Col BA/BS M.S.

Tour Operation ☐ …… …… …… …… …… ………………

English for Hospitality ☐ …… …… …… …… …… ………………

English for Tour Operation ☐ …… …… …… …… …… ………………

Travel and Tourism Management ☐ …… …… …… …… …… ………………

Tourism Studies ☐ …… …… …… …… …… ………………

Vietnam Studies ☐ …… …… …… …… …… ………………


.......................................................... …… …… …… …… …… ………………

Teaching staff

6. Please provide the total number of your teaching staff in the following departments in terms of their gender, qualification (degree level and VTOS certification, and employment status.

Departments Total

Gender Highest

Qualification The number of

staff have VTOS Certification

Status

M F BA MA PhD

Full-time

Part-time

Hospitality Management Department …… …… …… …… …… …… …… …… ……

Restaurant Management Department …… …… …… …… …… …… …… …… ……

Tour Operation (including Tour Guide) Department …… …… …… …… …… …… …… …… ……

Food Production Department …… …… …… …… …… …… …… …… ……

English (including English for Hospitality and Tourism) Department …… …… …… …… …… …… …… …… ……

Other (please specify) ............................................. …… …… …… …… …… …… …… …… ……


............................................. …… …… …… …… …… …… …… …… ……


............................................. …… …… …… …… …… …… …… …… ……


............................................. …… …… …… …… …… …… …… …… ……

7. Please indicate the total number of teaching staff you plan to recruit in the next 5 years in terms of sources (i.e., from training institutions or industry), qualification, and employment status.

Departments Total

Sources Qualification Status

Uni. and College

Industry BA MA PhD Full-time

Part-

time

Hospitality Management Department …… …… …… …… …… …… …… ……

Restaurant Management Department …… …… …… …… …… …… …… ……


Tour Operation (including Tour Guide) Department …… …… …… …… …… …… …… ……

Food Production Department …… …… …… …… …… …… …… ……

English (including English for Hospitality and Tourism) Department …… …… …… …… …… …… …… ……

Other (please specify) .......................................................... …… …… …… …… …… …… …… ……


.......................................................... …… …… …… …… …… …… …… ……


.......................................................... …… …… …… …… …… …… …… ……


.......................................................... …… …… …… …… …… …… …… ……

8. Please indicate the number of teaching staff left your school in the past (i.e., 5 year, 3 year, and last year) and the reasons for their turnover.

Department

Turnover Types of Turnover (among those who left

the organization during the last 5 year)

Last 5

year

Last 3

year

Last 1

year Quit

Discharge

Retirement

Layoff

Hospitality Management Department …… …… …… …… …… …… ……

Restaurant Management Department …… …… …… …… …… …… ……

Tour Operation (including Tour Guide) Department …… …… …… …… …… …… ……

Food Production Department …… …… …… …… …… …… ……

English (including English for Hospitality and Tourism) Department …… …… …… …… …… …… ……

Other (please specify) .......................................................... …… …… …… …… …… …… ……


.......................................................... …… …… …… …… …… …… ……


.......................................................... …… …… …… …… …… …… ……

9. Among those teaching staff who chose to quit, please indicate how each of the following factors influence their turnover decision by ticking the appropriate box below.


1 2 3 4 5


Unfit working conditions ☐ ☐ ☐ ☐ ☐



Other (please specify) .......................................................... ☐ ☐ ☐ ☐ ☐

10. Please indicate how important training is for your teaching staff in each of the following areas in the next 5 years by ticking the appropriate box below.

Program

Not at all important Extremely Important

1 2 3 4 5

Food and Beverage Management ☐ ☐ ☐ ☐ ☐

Bar Operation & Management ☐ ☐ ☐ ☐ ☐

Front Office Operation ☐ ☐ ☐ ☐ ☐


☐ ☐ ☐ ☐ ☐

Food Production ☐ ☐ ☐ ☐ ☐

Hotel Management ☐ ☐ ☐ ☐ ☐

Restaurant Management ☐ ☐ ☐ ☐ ☐


Tour Guiding ☐ ☐ ☐ ☐ ☐

Tour Operation ☐ ☐ ☐ ☐ ☐

English for Hospitality ☐ ☐ ☐ ☐ ☐

English for Travel Operation ☐ ☐ ☐ ☐ ☐

Travel and Tourism Management ☐ ☐ ☐ ☐ ☐

Tourism Studies ☐ ☐ ☐ ☐ ☐

Vietnam Studies ☐ ☐ ☐ ☐ ☐


.......................................................... ☐ ☐ ☐ ☐ ☐

11. Please indicate the level of influence of the following factors on the quality of your training programs by ticking the appropriate box below.


1 2 3 4 5

Lack of teaching staff ☐ ☐ ☐ ☐ ☐

Teaching staff lack of effective teaching skills

☐ ☐ ☐ ☐ ☐

Teaching staff lack of practical and industry experience

☐ ☐ ☐ ☐ ☐

Lack of quality (practical and industry-oriented) training curriculum

☐ ☐ ☐ ☐ ☐

Low student quality ☐ ☐ ☐ ☐ ☐

Students lack of effective learning skills

☐ ☐ ☐ ☐ ☐

Poor training facilities ☐ ☐ ☐ ☐ ☐



12. Please indicate the importance of the following solutions in improving the quality of your training programs by ticking the appropriate box below.

Not at all important Extremely Important

1 2 3 4 5

Training teaching staff on effective teaching skills

☐ ☐ ☐ ☐ ☐

Recruiting teaching staff from the industry

☐ ☐ ☐ ☐ ☐

Training curriculum audited by experts from the industry

☐ ☐ ☐ ☐ ☐

Internship opportunities from the industry for teaching staff

☐ ☐ ☐ ☐ ☐

Internship opportunities from the industry for students

☐ ☐ ☐ ☐ ☐

Improving on-campus training facilities

☐ ☐ ☐ ☐ ☐

Conducting placement program for students

☐ ☐ ☐ ☐ ☐




Reference

ASEAN Mutual Recognition Arrangement on Tourism Professionals. (2012). ASEAN Member States.

ESRT Programme. (2013). Manpower and Training Needs Analysis of Vietnam Tourism Industry. Hanoi.

Fundamentals of Human Resource Management. (2010) (4 edition). New York: McGraw-Hill/Irwin.

Grant Thornton. (2012). Vietnam Lodging Industry Hotel Survey 2012. Hanoi.



Landy, F. J., & Conte, J. M. (2009). Work in the 21st Century: An Introduction to Industrial and Organizational Psychology. John Wiley & Sons.

Manpower Group. (2012). Building a High-Skilled Economy: The New Vietnam. Hanoi.

Stamper, C. L., & Van Dyne, L. (2003). Organizational citizenship: A comparison between part-time and full-time service employees. The Cornell Hotel and Restaurant Administration Quarterly, 44(1), 33–42.

Training in Organizations: Needs Assessment, Development, and Evaluation. (2001) (4 edition). Belmont, CA: Cengage Learning.

Vietnam Tourism Occupational Standards (VTOS). (2015). Retrieved September 28, 2015, from http://www.esrt.vn/default.aspx?portalid=5&tabid=391&itemid=603

Word Bank. (2014). Skilling up Vietnam: Preparing the workforce for a modern market economy Vietnam Development Report 2014.

World Tourism Organization. (2014). UNWTO Annual Report 2013. Madrid.

World Tourism Organization. (2015). UNWTO Annual Report 2014. Madrid.

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