BAT’s HR strategies earn “Manpower Planning and Resourcing” award

VIR congratulates BAT on receiving the ‘Manpower Planning and Resourcing’ award for the first time. This is great recognition of BAT’s activities in Vietnam. Could you please tell us more about what the award means to you?

BAT Vietnam is proud to receive the 2016 Vietnam HR Award. At BAT Vietnam, we always strive to create a workplace where all staff members respect and trust each other. They work cohesively to achieve excellent results while also enjoying their work. Being part of the Vietnam HR Awards is also a great opportunity for our HR function to review what it has done to help the company achieve its business targets. What we have done over the years is try to improve our brand profile across the country and improve human resources (HR) activities throughout our company.

In BAT’s view, people are the most valuable asset and critical factor in BAT Vietnam’s success. The HR function is regarded as a strategic partner in carrying out the company’s business plans. BAT Vietnam’s HR function proactively devises tactics to help the company execute its business strategies, such as organisational structure, identifying best-fit candidates to deliver business results so they thrive in the long-run, and focusing on necessary skills so that employees can perform most efficiently.

Currently the proportion of local senior personnel at BAT Vietnam is over 95 per cent. We can see the importance of HR in our business.

What is the most important element in BAT’s HR strategy?

I think the most important is motivation, and everyone at BAT has a responsibility for motivation. From a leadership perspective, BAT has been in Vietnam for a very long time, and we have been successful over this period of time. I think that this success comes from our people. In other words, every employee at BAT helps to drive the company forward.

How can BAT enhance and improve its HR strategy in order to have the most qualified team?

In order to have the right talent, BAT has devised new strategies for planning and recruiting personnel, focusing on three major aspects. The company has built an authentic talent brand, developed a new acquisition team and assessment tools and has refreshed the engagement programme for new staff members. Notably, our HR strategy is done based on market data and analysis, and through the company’s operational structure.

How effectively has your strategy been executed?

To achieve success, we draw on a combination of many components. First, BAT creatively uses many tools and marketing assessments to execute its talent acquisition strategy. We are a leader in social recruitment.

Additionally, we use a scientific element in our talent acquisition strategy. Messages and recruitment assessments are based on data analysed through a labour market study initiated by BAT. Using data helps us make firm and dependable decisions. All messages about our talent brand are conveyed internally to help everyone share a common voice when it comes to our talent.

The success of BAT’s HR strategies is demonstrated through indicators of talent at our brand, such as independent data volume, number of fans on social networks, indices of identification, interest, and application.

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