Challenges and solutions for human resource development activities of the FPT Group in the age of digital technology

Nhan Truong Thanh Dang; Van Dung Ha; Tuyen Thi Ngoc Ho

doi:10.31893/multiscience.2025152

Keywords:

human resource management

human resource development

recruitment & training

Abstract

In the context of the rapid growth of digital technology, it has become increasingly popular, playing an important role in many industries and bringing countless business opportunities to companies. However, the rapid explosion of science and technology also creates many challenges for human resource development, especially in technology businesses. Existing literature has not focused on the challenges and opportunities of digital technology for human resource development at large technology corporations. This research gap inspired the author to decide the research topic as “Challenges and solutions for human resource development activities in the FPT Corporation in the age of digital technology.” FPT is one of Vietnam's leading tech corporations, with over 30 years of experience in sectors like IT, telecommunications, and education. It offers a wide range of IT services and solutions, such as software, business management information systems, and new product development. This study aims to assess the effectiveness and identify the challenges of human resource development at FPT. Next, the study will propose management solutions to improve the effectiveness of human resource development and training. This study uses qualitative methods, including document review and in-depth interviews and surveys to collect information about activities, challenges, and human resource development effectiveness at FPT. The results show that FPT has achieved many achievements in training, improving welfare and recruiting interns. However, FPT also faces challenges in attracting and retaining talent, improving training policies, and building corporate culture in a constantly changing technology context. The article provides management implications to improve the quality of human resource management for FPT and other technology enterprises. The study suggests future directions including the use of artificial intelligence, automation in human resource management, and iimprovement of digital work environments to satisfy employee development needs.
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This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

How to cite

Dang, N. T. T., Ha, V. D., & Ho, T. T. N. (2024). Challenges and solutions for human resource development activities of the FPT Group in the age of digital technology. Multidisciplinary Science Journal, 7(4), 2025152. https://doi.org/10.31893/multiscience.2025152

[1] Al Barwani, F. (2019). Integrated talent management. Abu Dhabi International Petroleum Exhibition and Conference, D031S080R003.

[2] Alam, S., & Dhamija, P. (2022). Human resource development 4.0 (HRD 4.0) in the apparel industry of Bangladesh: a theoretical framework and future research directions. International Journal of Manpower, 43(2), 263-285.

[3] Allen, D. G., Bryant, P. C., & Vardaman, J. M. (2010). Retaining talent: Replacing misconceptions with evidence-based strategies. Academy of Management Perspectives, 24(2), 48–64. https://doi.org/10.5465/amp.24.2.48

[4] Armstrong, M. (2006). Performance management: Key strategies and practical guidelines. Kogan page. https://thuvienso.hoasen.edu.vn/handle/123456789/10011

[5] Armstrong, M., & Taylor, S. (2020). Armstrong’s Handbook of Human Resource Management Practice. Kogan Page Publishers.

[6] Atiku, S., Kaisara, G., Kaupa, S., & Villet, H. (2022). Dimensions of learning organization: Implications for human resources effectiveness in commercial banks. Management Science Letters, 12(2), 117-124.

[7] Betchoo, N. K. (2016). Digital transformation and its impact on human resource management: A case analysis of two unrelated businesses in the Mauritian public service. In 2016 IEEE International Conference on Emerging Technologies and Innovative Business Practices for the Transformation of Societies (EmergiTech) (p147–p152). Balaclava, Mauritius. https://doi.org/ 10.1109/EmergiTech.2016.7737328.

[8] Boyatzis, R. E. (1991). The competent manager: A model for effective performance. John Wiley & Sons.

[9] Braun, V., & Clarke, V. (2006). Using thematic analysis in psychology. Qualitative research in psychology, 3(2), 77-101.

[10] Chygryn, O. Yu., Karintseva, O. I., Kozlova, D. D., & Kovaleva, A. V. (2019). HR Management in the Digital Age: The Main Trends Assessment and Stakeholders. Mechanism of an Economic Regulation, 2, 106–115. https://doi.org/10.21272/mer.2019.84.09

[11] Cox, T. (1994). Cultural diversity in organizations: Theory, research and practice. Berrett-Koehler Publishers.

[12] Crocco, O. S., & Tkachenko, O. (2022). Regional human resource development: The case of Southeast Asia and ASEAN. Human Resource Development International, 25(1), 40–58.

[13] Doellgast, V., & Wagner, I. (2022). Collective regulation and the future of work in the digital economy: Insights from comparative employment relations. Journal of Industrial Relations, 64(3), 438–460.

[14] FPT Corporation. (2024). https://fpt.com/en

[15] FPT Software. (2024). FPT reinforces world-class stature, poised for billion-dollar goals. https://fptsoftware.com/newsroom/news-and-press-releases/press-release/fpt-reinforces-world-class-stature-poised-for-billion-dollar-goals

[16] Gold, J., Holden, R., & Iles, P. (2017). Human resource development: Theory and practice. Bloomsbury Publishing.

[17] Groysberg, B., & Slind, M. (2012). Leadership is a conversation. Harvard Business Review, 90(6), 76–84.

[18] Hamel, G., & Prahalad, C. K. (1994). Competing for the future. Harvard Business Review, 72(4), 122–128.

[19] Hồ, L. T. (2022). Giải pháp hoàn thiện công tác đào tạo và phát triển nguồn nhân lực tại Ngân hàng Thương mại Trách nhiệm hữu hạn một thành viên Dầu khí Toàn Cầu. http://dlib.hust.edu.vn/handle/HUST/21666

[20] https://www.taylorfrancis.com/chapters/edit/10.4324/9781315585703-16/talent-management-career-development-paul-iles-david-preece

[21] Iles, P., & Preece, D. (2016). Talent management and career development. In Gower handbook of leadership and management development (pp. 243–260). Routledge.

[22] Jacobs, R. L. (1997). HRD is not the research problem. Human Resource Development Quarterly, 8(1), 1.

[23] Kuepper, D. M., Klein, K., & Voelckner, F. (2021). Gamifying employer branding: An integrating framework and research propositions for a new HRM approach in the digitized economy. Human Resource Management Review, 31(1), 100686.

[24] Marx, E. W., & Padmanabhan, P. (2020). Healthcare digital transformation: How consumerism, Technology and pandemic are accelerating the future. CRC Press.

[25] Michaels, E., & Handfield-Jones, H. (2001). The war for talent. Harvard Business Press.

[26] Nankervis, A., Baird, M., Coffey, J., & Shields, J. (2022). Human Resource Management 11e. Cengage AU.

[27] Nguyen, H. T., Jose, R. J. S., Ullah, S. E., & Sadiq, M. (2021). Development of Human Resource Management Activities in Vietnamese Private Companies. Turkish Journal of Computer and Mathematics Education (TURCOMAT), 12(14), 4391-4401 Article 14. https://doi.org/10.17762/turcomat.v12i14.11311

[28] Nguyen, M.T., & Vu, V.T,. (2022).Developing High-Quality Human Resources to Fulfill the Aspirations of Building a Prosperous and Happy Country: Problems and Solutions. Quality - Access to Success. EBSCOhost, 23(191) https://doi.org/10.47750/QAS/23.191.26

[29] Osolase, E. H., Rasdi, R. M., & Mansor, Z. D. (2023). Developing Awareness of Green Human Resource Development Practices in the Hotel Industry. Advances in Developing Human Resources, 25(2), 116–122.

[30] Prahalad, C.K. and Hamel, G. (1994). The core competence of the corporation. Harvard Business Review, May-June, 71-91 (1990).

[31] Schuler, R. S., Jackson, S. E., & Tarique, I. (2011). Global talent management and global talent challenges: Strategic opportunities for IHRM. Journal of World Business, 46(4), 506–516. https://doi.org/10.1016/j.jwb.2010.10.011

[32] Schwab, K. (2017). The fourth industrial revolution. Currency.

[33] Silzer, R., & Church, A. H. (2010). Identifying and assessing high-potential talent. Strategy-Driven Talent Management: A Leadership Imperative, 28, 213–280.

[34] Sima, V., Gheorghe, I. G., Subić, J., & Nancu, D. (2020). Influences of the industry 4.0 revolution on the human capital development and consumer behavior: A systematic review. Sustainability, 12(10), 4035.

[35] Stone, R. J., & Cox, A. (2020). Human resource management. John Wiley & Sons.

[36] The Future of Jobs Report 2020. (2020). World Economic Forum. https://www.weforum.org/publications/the-future-of-jobs-report-2020/. Retrieved 15 June 2024,

[37] The Future of Jobs Report 2023. (2023). World Economic Forum. https://www.weforum.org/publications/the-future-of-jobs-report-2023/. Retrieved 14 June 2024.

[38] The Future of Learning Report 2022. (2022). FutureLearn. https://www.futurelearn.com/info/thefutureoflearning. Retrieved 14 June 2024.

[39] Tổ chức lao động quốc tế (ILO)—International Labour Organization (ILO) | Hồ sơ—Sự kiện—Nhân chứng. (n.d.). https://tulieuvankien.dangcongsan.vn/ho-so-su-kien-nhan-chung/to-chuc-quoc-te/to-chuc-lao-dong-quoc-te-ilo-international-labour-organization-ilo-3323. Retrieved 14 June 2024.

[40] Tran, T. V. A., Tran, M. T., Nguyen,X. T. (2022). Human Resource Development in Vietnam’s Textile and Garment Industry in the Context of Digital Transformation. In People Management—Highlighting Futures. IntechOpen. https://doi.org/10.5772/intechopen.106935

[41] Tu, A. T., & Pham, T. X. (2021). Vietnam’s national human resource development strategy in response to industry 4.0: an analysis from a labor market perspective. Human Resource Development in Vietnam: Research and Practice, 69-96.

[42] Ulrich, D., & Smallwood, N. (2012). What is talent? Leader to Leader, 2012(63), 55–61.

[43] Vu, K.D. (2021). Developing human resources to meet the requirements of socio-economic development in Vietnam. Journal of University of Shanghai for Science and Technology, 23, 313–318.

[44] Wibowo, A., Chen, S.-C., Wiangin, U., Ma, Y., Ruangkanjanases, A. (2020). Customer Behavior as an Outcome of Social Media Marketing: The Role of Social Media Marketing Activity and Customer Experience. Sustainability, 13, 189. https://doi.org/10.3390/su13010189

Abstract

References

How to cite