Current status of human resource management and leadership capacity of social enterprises (SEs) operating in HIV/AIDS prevention and control in 9 provinces/cities in 2025

Objective: To describe the current status of human resource management (HRM) and the leadership capacity of social enterprises (SEs) operating in the field of HIV/AIDS prevention and control across 9 provinces/cities in 2025
Methods: A mixed-methods study combining quantitative and qualitative approaches  was conducted across 9 provinces/cities from August to December 2025. Quantitative data were collected through self-administered questionnaires and document reviews at 20 SEs; qualitative data were obtained through four in-depth interviews with the heads of these organizations.
Results: The average workforce size of SEs is 13-14 employees, with full-time staff acting as the core workforce (an average of 6.5 employees per organization). Regarding HRM practices, 80.0% of SEs have assigned personnel in charge of HR, but only 3.1% possess appropriate professional degrees. Organizations are gradually standardizing administrative procedures: 90.0% have job descriptions, 85.0% maintain employee records, and basic regulations such as discipline (65.0%) and compensation (60.0%) have been issued. However, the employee turnover rate is relatively high (16.6%), and only 25.0% of the organizations utilize methods for calculating staffing needs. In terms of leadership capacity, strengths lie in direct execution tasks such as signing contracts (3.75/5 points), identifying potential talent (3.75/5 points), and fostering a friendly working environment (3.70/5 points). The most significant limitations are in long-term strategic HR planning capacity (2.65/5 points) and the development of strategic training plans (2.90/5 points).
Conclusion: SEs in HIV/AIDS prevention and control are demonstrating adaptability through the initial adoption of basic management software and the improvement of basic HR operations. Nevertheless, the high turnover rate indicates that the current management model remains heavily responsive, project-cycle-dependent, and lacks a long-term strategic vision. To achieve sustainable development, these organizations require in-depth interventions to upgrade the strategic planning mindset of leaders and to professionalize HR departments.

 

File download

Related article

• eHealth literacy and associated factors among medical students at Phenikaa School of Medicine and Pharmacy, Vietnam, during the 2025–2026 academic year: A cross-sectional study
• Utilization of Acupuncture-moxibustion techniques for sciatica: A Multicenter descriptive study in Ho Chi Minh City, Vietnam
• Current status of human resource management and leadership capacity of social enterprises (SEs) operating in HIV/AIDS prevention and control in 9 provinces/cities in 2025
• Current status of human resource management and the capacity of leaders in several Community-Based Organizations operating in HIV/AIDS prevention and control across nine provinces/Cities in 2025
• Cost-effectiveness of behavioural activation therapy for depression: A structured literature review
• Patient satisfaction with outpatient medical examination and treatment services at An Binh General Clinic, Cu Jut District, Dak Nong Province, 2024
• Impacts of extreme weather events on health infrastructure and service delivery in rural areas of Ha Tinh Province, Vietnam
• Effect of Pesticide Exposure on Hematological Parameters in Vietnamese Fruit Farmers—A Cross-Sectional Study
• Occurrence of Pseudomonas aeruginosa in direct drinking water obtained from household water filters in Dong Ngac Ward, Hanoi, Vietnam
• School food environment policies in Vietnam: A narrative literature and policy review of policy domains, implementation mechanisms, and evidence gaps