| Abstract | The most important mission for a human resource manager in every company is to find the right person for the right job, especially in key industries such as the oil and gas industry. Today, keeping employees in the enterprise is becoming more difficult for most companies. This problem is reflected through case study of VSP.
In the past three years - that is from 2008 to 2010 - VSP had to face a significantly increased rate of Vietnamese, qualified and professional staff who had resigned. VSP had to recruit new employees with the necessary skills and experience to match with existing specialists, the hiring took longer and was costly. In addition, VSP had to train the new employees to familiarize them with the work and the working environment. The effects were 'fatal' than just hiring and training of new staff: At times production and business activities of the company were interrupted or productivity was reduced due to staff shortages.
The purpose of this study is to determine the main reasons why the key staff leave or stay in the VSP from which to develop appropriate strategies to retain them. To achieve this purpose, the author interviewed 35 former staff who had left VSP in both years 2009 - 2010 and 15 staff who are still working for VSP.
The interviews revealed that the main reason why employees quit is leaving the job for something better. Among the 'better' are higher wages, higher working position and other benefits. In addition, for employees who originate from Ho Chi Minh City, then after some years working away from home, they need a job close to home in order to take care for the children and their spouse. Moreover, the management method in VSP can be considered conservative when it comes to the promotion and career development of employees. Since these are often reserved for or taken by senior staff promoted in principle of seniority; these are reasons why junior staff want to switch to another company.
The interviews also revealed that the main reason why employees stay in the VSP are high wages, appropriate staff training policies, good working environment and embedded power. In addition, they are loyal towards the company because they perceive the company to be loyal towards them. Especially those of them who have moved up in the hierarchy see no reason to leave. Moreover, many of them have family in Vungtau.
From these findings, the recommendations proposed by the author with the aim to maintain the workforce for the VSP. VSP should create favorable conditions for employees with families in Ho Chi Minh City. Also, in the process of recruiting staff, VSP should be preferred candidates are citizens of Vung Tau. In addition, VSP needs to change to promote leadership positions more flexible, pay attention to the capabilities and efficiency of employees working more than the seniority of employees. Moreover, VSP needs to organize a program of events such as family festival, team building, and other forms of entertainment at the club of VSP in order to improve the relationships between employees and leaders. |