On May 26, presenting a speech at the Forum "Improving National Labor Productivity in 2024", Ms. Vu Thi Mai, Director of Human Resources of the Military Industry - Telecommunications Group (Viettel) said that throughout the 35-year history of Viettel's development to become the economic group with the number 1 brand value in Vietnam and among the top in the world telecommunications industry, employees have always been one of the extremely important criteria to measure the effectiveness of the enterprise's production and business activities. Ms. Mai said that maintaining high labor productivity is one of the bases for the Government to allow a pilot of a separate salary mechanism for Viettel. This is also an important premise to help the group achieve the achievements it has today. In 2023, the labor productivity according to the revenue of the whole group is more than 4.1 billion VND/person/year; In some areas of the group such as telecommunications and digital technology, this figure is more than 9 billion VND/person/year, equivalent to advanced enterprises in the world in the same field (Orange - France, Telefonica - Spain).

Ms. Vu Thi Mai, Human Resources Director of Viettel Group. Photo: Le Anh Dung

Sharing some solutions to promote labor productivity, the Human Resources Director of Viettel Group said that the unit focuses on 3 main pillars: People, Tools and Policy Mechanisms. Regarding people, the quality of human resources is decisive in promoting and improving labor productivity. Viettel focuses on selecting suitable personnel in all 3 aspects: Knowledge, skills and attitude. In addition to capacity and achievements, the recruitment or appointment of managers also requires cultural compatibility. Thanks to that, Viettel always selects personnel who are not only good at expertise but also have the spirit of dedication and commitment. Viettel currently owns a team of thousands of high-quality personnel in the telecommunications industry, mastering the design and operation of global networks, 4G, 5G technologies; or a team of 300 experts who are very young but have won many prestigious awards in the world ... Regarding tools, Viettel is always aware of strong digital transformation, applying the latest technologies in production and business activities such as: AI, big data analysis to improve labor productivity. At Viettel, systems and tools are built consistently and synchronously so that from senior leaders to each employee can use them. Direct sellers through the sales management application on smartphones can track assigned targets, sales results and daily updated income levels... Regarding policy mechanisms, with the motto "innovation for people", Viettel builds policy mechanisms to motivate, encourage innovation, increase labor productivity based on 5 main factors: First is about the working environment , Viettel builds an open, friendly working environment that respects diversity. The Group has many "channels" for employees to directly raise difficulties, problems or give feedback on key mechanisms. Second is the culture of assigning difficult, highly challenging tasks so that employees have the opportunity to grow, commit, and demonstrate their desire to contribute to the organization and society. This requires employees to constantly innovate, find breakthrough solutions, and increase labor productivity; at the same time, it is also a way to discover and nurture talented people. Currently, on average, every day at Viettel, more than 2 new initiatives/ideas are recognized. Third is having a salary and bonus mechanism , appropriate to the capacity and contributions so that employees can work with peace of mind. Thanks to a special salary policy, Viettel has built a salary and bonus mechanism that ensures high competitiveness in the market; commensurate with the capacity, responsibility, and performance of each individual. Fourth is focusing on training and development activities, especially through job rotation. Employees are aware that learning is their responsibility to best meet job requirements. The Group creates the best conditions in terms of systems, platforms and knowledge bases for employees to self-study and self-train. In 2023 alone, each officer and employee received an average of nearly 57 hours of training per year. The year is to create a personal development roadmap for officers and employees to have the opportunity to advance. Each person has a personal development plan, suggested by their direct manager, monitored and evaluated. In addition, Viettel has also established a global job portal to promote the flow of internal talent, suitable for business operations in 10 markets and 3 continents.

Vietnamnet.vn

Source: https://vietnamnet.vn/bi-quyet-dua-viettel-tro-thanh-doanh-nghiep-top-dau-nganh-vien-thong-the-gioi-2284574.html