Speaking at the forum “Improving National Labor Productivity in 2024,” hosted by the Vietnam General Confederation of Labor, Ms. Vu Thi Mai, HR Director of Viettel Military Industry and Telecom Group, shared that maintaining high labor productivity is one of the essential foundations for the government’s decision to issue a separate decree on wages for Viettel. This has also become a crucial factor in the group’s achievements today.
In 2023, the group’s labor productivity in terms of revenue was over VND 4.1 billion per person per year. In some telecommunications and digital technology units, this figure exceeded VND 9 billion per person per year, equivalent to leading enterprises in the same field worldwide (Orange-France, Telefornica-Spain).
Based on practical implementation, Ms. Vu Thi Mai, on behalf of Viettel, shared several solutions to promote labor productivity, focusing on three main pillars: Human Resources, Tools, and Mechanisms and Policies, as follows:
Ms. Vu Thi Mai, HR Director of Viettel Military Industry and Telecom Group, shared insights on digital transformation and the application of science and technology in production and business activities, contributing to improved labor productivity – Photo: VGP/Nhat Bac
Firstly, the quality of human resources plays a decisive role in promoting and enhancing labor productivity. Viettel focuses on selecting suitable personnel in terms of knowledge, skills, and attitude. In addition to considering competence and performance in recruitment or appointment, the group also values cultural fit. As a result, we have successfully recruited talented individuals who are not only experts in their fields but also dedicated and committed to the organization. Currently, Viettel boasts a team of thousands of high-quality personnel in telecommunications, CNC research, and global network design and operation, including 4G and 5G technologies, as well as a team of 300 young and accomplished cybersecurity experts. Viettel also leads in the number of inventions in Vietnam, with 142 domestic patents, 17 US patents, and over 220 core technologies.
Secondly, we have embraced a strong digital transformation, adopting the latest technologies such as AI and big data analysis in our business operations. At Viettel, the systems and tools are designed to be comprehensive and synchronized so that everyone, from leaders to employees, can use them effectively. For example, through the mBCCS application, our sales staff can access their assigned targets, sales performance, and income. Managers can rely on accurate and up-to-date business data to make timely decisions. In customer care, we have introduced AI assistants for video KYC customer authentication, handling nearly 10 million calls and tens of millions of automatic customer inquiries 24/7, saving approximately VND 60 billion per year. Even in traditionally considered industries like postal services, we have implemented intelligent sorting systems and deployed AGV robots, increasing output by 3.5 times and optimizing up to 60% of human resources.
Thirdly, regarding mechanisms and policies to motivate innovation, enhance labor productivity, and provide development opportunities for employees, we focus on five main factors:
Firstly, as a global business group with a diverse workforce of various nationalities, we foster an open, friendly, and respectful work environment. The group provides multiple channels for employees to directly address difficulties, challenges, or provide feedback on mechanisms and policies, such as the “Dialogue with the General Director” program, the online forum “For a Better Viettel,” interactions through the Trade Union, and the annual Employee Engagement Survey.
Secondly, we have a culture of assigning challenging tasks to encourage employees to embrace opportunities for contribution and demonstrate their aspirations. As a result, we have managers willing to take on assignments in the most challenging overseas markets. This approach also helps identify talented individuals and encourages continuous innovation and breakthrough solutions, ultimately enhancing labor productivity.
The group also promotes a strong culture of initiatives and ideas. On average, more than two new initiatives or ideas are recognized daily at Viettel. For example, Mr. Nguyen Tuan Hong, an employee of Viettel Construction Joint Stock Corporation, was honored with the Nguyen Duc Canh Award in 2023 by the Vietnam General Confederation of Labor for his nine initiatives, which brought benefits worth over VND 30 billion.
Thirdly, we have a competitive wage and reward system that recognizes employees’ capabilities and contributions, ensuring they feel secure in their careers. Thanks to our special wage policy, we have established a clear system of ranks and levels, offering attractive salaries and rewards in the labor market, commensurate with the responsibilities and achievements of each employee. In highly competitive business units, we apply a quota system to encourage employees to explore, innovate, and improve labor productivity, with rewards proportional to the added value they create. The group also prioritizes diverse welfare programs, including periodic health check-ups, domestic and international health insurance, and life insurance.
Fourthly, we emphasize training and development, particularly through job rotation. Various training programs are regularly conducted at all levels, from senior leaders to sales, delivery, and information rescue staff, to enhance knowledge, skills, and attitudes. In 2023, each employee received an average of nearly 57 training hours per year. We also focus on practical training through job rotation, especially for potential leaders. This rotation is synchronized between agencies and units, both domestically and internationally, and occurs in both upward and downward directions.
Fifthly, we create career development paths to offer employees opportunities for advancement. This has always been a priority in our human resource policies. All employees are provided with equal opportunities for advancement based on their capabilities and contributions to the organization. We have designed a “two-peak” model (Management Peak and Expert Peak) to allow employees to choose a path that best suits their strengths and aspirations.
Finally, as a business competing in the global market, we continuously innovate our management thinking, restructure our business model, streamline our organization, and optimize processes. Clear workflows and proper task allocation are crucial to ensuring the efficient distribution of resources and maximizing individual capabilities.
