Strategic Orientation for Vinatex’s Human Resources Division (2025–2030)
By Dr. Le Tien Truong
Secretary of the Party Committee, Chairman of the Vinatex Board of Directors
Improving the quality of existing human resources and developing a future workforce with strong expertise, adaptability to new technologies, and skillsets aligned with the demands of modern development is an urgent and essential mission. This is key for Vinatex to realize the strategic goal of becoming a “One Destination” in the global textile supply chain and increasing value creation.
In recent years, Vinatex has gradually built a more synchronized training and human resource development system. A system is in place from the Group’s management level with its Human Resources Management Board to each business unit with its dedicated HR departments. Additionally, the Group operates its internal training center, the Hanoi University of Textile Industry, and the Ho Chi Minh City College of Technology. However, given the volatility of the current and future economic-political landscape, the strategic role of human resource management has yet to fully match the pace of enterprise development. The establishment of the Human Resources Division is therefore expected to foster more substantive, cohesive, and decisive actions, addressing bottlenecks and gaps in HR management across the Group and its subsidiaries.
Seeking a Common Denominator in HR Management
Human resource management is inherently complex. Unlike finance or production, it lacks clear, quantifiable metrics. While HR can be seen as a support function, it is equally valid to view it as a driving force behind business strategy. For Vinatex, which is fundamentally a textile enterprise, HR’s mission is to build the human foundation that delivers the Group’s strategic goals.
As Lenin once said, “Give me an organization of revolutionaries, and I will turn the world upside down.” This underscores two essential elements: people and structure. HR professionals must always consider both. Without a suitable organizational environment and structure, even the most talented individuals will fail to thrive. Before recruitment, HR must first focus on creating a workplace where people can flourish. That is the foundation for any effective HR plan.
HR teams must ask: Are we offering a workplace worthy of attracting talent, or merely acceptable? Effective organizations consistently apply five key elements: (1) organizational structure, (2) task design, (3) people placement, (4) compensation, and (5) internal communication systems. In high-performing organizations, HR oversees and adjusts all five.
As the labor market evolves, HR professionals face higher demands. The first issue to address is whether today’s HR staff possess the necessary professional expertise. HR is a profession, not just a job title. Without proper training, it’s difficult to define objectives or deliver meaningful results. Therefore, our top priority must be developing a professional HR team, one that understands both the technical and cultural dimensions of each unit.
In parallel with team development, HR must standardize key performance indicators (KPIs)—such as revenue per employee/hour, direct vs. indirect labor ratios, and turnover rates—to establish benchmarking and identify best practices.
Extending HR Culture Across the System
Vinatex’s corporate culture is founded on eight core values: knowing one’s work, mastering one’s work, loving one’s work, pride in collective achievement, accountability, continuous improvement, innovation, and calculated risk-taking.
Viewed from another angle, these reflect a learning culture, a creative culture, and a performance-driven culture. By placing performance and effectiveness at the center, HR plays a guiding role in aligning KPIs and driving systemic improvements. A culture of innovation and continuous learning is also the best preparation for future shifts in markets and technologies.
Unlike operational departments (e.g., Yarn, Garment, or Home Textiles), the Human Resources Division isn’t a newly created function—it already exists across the Group. However, given rising complexity in organizational and talent management, rapid shifts in the global economy, and fierce labor market competition, a cohesive HR Division is now essential to drive alignment, guide HR strategy, and address long-standing weaknesses in organizational governance.
Key Questions and Strategic Vision for the Human Resources Division
To build a common HR framework across the Group, we must first clarify:
- Why establish a Human Resources Division when functions already exist in the HR Management Board and unit-level HR teams?
- What role will the Group’s HR Management Board play under this new structure?
- What are the short- and medium-term deliverables of the HR Division?
Long-term vision (2025–2030):
The HR Division should develop a standardized HR management system for all member units, tailored to each company’s specific culture, while reflecting the shared values of Vinatex. The aim is to operate with both independence and collaboration, ultimately creating a “shared talent pool” for high-skill positions.
Short-term focus (2025):
The Division must assess underperforming units, evaluating organizational models, workflow design, and current operational structures. Benchmarking strong performers can offer solutions and serve as models for others.
People: Asset or Bottleneck?
We often say, “People are the most valuable asset of any business.” But is every employee truly an asset? Misaligned or underperforming staff can quickly become bottlenecks. It’s not just about hiring the best—it’s about hiring the right people who align with your vision, values, and methods. In today’s fast-paced, tech-driven business world, companies can’t afford to gamble on people who slow them down.
For the HR Division, the challenge is clear: building trust and influence. Unlike machines, people don’t perform at full capacity just because they’re well-maintained. They must be inspired and engaged. This is why HR professionals must master the art of “human governance.” The success of Vinatex’s HR Division will hinge on its ability to persuade, connect, and lead with purpose.
“Persuasion” is the cornerstone of HR excellence and the key to unlocking the full potential of people within Vinatex.