4 years of changing training methods

ussh.edu.vn respectfully introduces the full text of the paper "4 years of transforming training methods at the University of Social Sciences and Humanities: lessons learned, opportunities and challenges" by Associate Professor, Dr. Nguyen Kim Son (Vice Rector), presented at the 4th Congress of the Party Committee of VNU. According to the 2010 work plan, it will not be until October that the University of Social Sciences and Humanities will hold a conference to evaluate the 4-year transition from the academic year to the credit system. More importantly, it will be until June 2011, when the first class of students who are completely credit-based graduates, that we can initially make a relatively comprehensive and systematic assessment of the transition process of our school, what has been done and what needs to be done in the following years. In this forum, I would like to present some general and somewhat emotional assessments of what we have done, as well as the difficulties and challenges that are being posed, forcing us to be aware of and find ways to overcome them.

1. Looking back at 4 years of transformation

Up to now, at the University of Social Sciences and Humanities, concepts such as: course registration, course outline, course class, ... are very familiar words. Probably in just a few years, people will no longer have the words conversion and credit-based training, because at that time they will only be natural things in the operation of training that everyone knows. The work started around 2003-2005, when the University had heated discussions about how to standardize training management technology, internationalize and modernize all training activities of the University in the best way. Switching to the method of organizing training based on credits was chosen as a methodical, systematic, comprehensive and long-term solution. At that time, the system of legal documents and guidelines of the Ministry had just begun to be compiled and a few preliminary documents with orientation were issued. At that time, the National University had not implemented anything specific. The University of Social Sciences and Humanities has sought its own direction and solution. Field trips to study the experiences of other universities in and outside the country were urgently implemented, foreign documents were studied to serve the conversion, and especially many staff and students directly participating in the credit-based training system at universities abroad were consulted and participated in building the conversion project. In 2006, the conversion process began with many difficulties. Up to now, the appearance of the entire training system has been shaped in the appearance of a credit-based training system. Students are getting used to staying up all night to wait for course registration, waiting for empty classes and finding new classes, similar to the familiar images in schools in Europe, America, Australia, Singapore, Taiwan... Teachers have begun to teach according to the new course outline, assessment and evaluation regulations, teaching methods have begun to change, there are students who can graduate early, the conditions for studying for double degrees, second degrees, and majors are more open than ever... Students' dynamism and their proactive self-determination have increased significantly. Looking back at 4 years of training transformation, we can draw the following points that are considered experiences: - The issue of ideology is an extremely important factor that determines victory. (clear thinking, high consensus among all cadres is decisive) - Careful preparation and anticipation of difficulties - High determination, resolute and timely direction (role of party organization and exemplary role of party members) - Actively respond, adjust and resolve arising issues and difficulties - Correctly identify the key and central stages (technology and cadres) - Need to prepare necessary economic and material conditions for the transformation.

2. Opportunities and difficulties, challenges in the next stage

We call the past 4 years the first phase of the transformation process, 2011 to 2015 will be the second phase. This is the in-depth transformation phase. The first phase of transformation is mainly implemented in terms of form, technology, management cycle and training thinking, initially in teaching methods and assessment. The implementation of in-depth training transformation takes place in a great opportunity, with many favorable factors. The past four years of operating under the credit system have created momentum for the operation of the entire transformation process. The experiences of the initial steps are very useful for implementing the next phase of the University of Social Sciences and Humanities. Currently, the Ministry of Education and Training and the National University have had more synchronous instructions on the issue of converting training methods. Credit-based training is an inevitable trend and is consistent with the current trend of internationalization and innovation in training management. However, in that great opportunity, there are also many difficulties and challenges. We would like to present and analyze the following typical difficulties and challenges: - The biggest difficulty and challenge is still the human problem, the staff problem. Deploying credits in depth means mainly taking place in teaching methods, testing and evaluation, especially testing and evaluation and guidance for self-study and self-research. In credit-based training, lecturers have to work many times harder than before, and so do students. If there is no strong change in teaching and evaluation methods, the hope for high training quality is just a beautiful dream. Self-awareness, proficiency in training technology, professionalism of lecturers and strict implementation of training requirements of lecturers are the steps that play a particularly important role in implementing credit-based training. Furthermore, in the second phase, we plan to organize the registration of teachers and arrange subjects every year depending on the nature and role of the subject so that lecturers have the conditions to research... it will be very difficult if the quantity and quality of staff are not guaranteed. The issue of staff and the issue of finance and treatment are always two inseparable issues. In the situation where the requirements for lecturers are increasingly high, the work is increasingly heavy but the income does not increase, or increases insignificantly, the ideological problem that arises is inevitable. From the above perception, we consider the issue of staff as a breakthrough, a key, a decisive step not only to the issue of training but also to decide all aspects of the school's activities. - The second difficulty and challenge is the issue of facilities and technology. Currently, the issue of facilities is a huge challenge for us, and perhaps for all units of the National University. The issue of documents, textbooks, reading room systems and services for study and research. A slogan: students can study anywhere, can find books conveniently anywhere is probably still a distant story. The classroom system does not meet the desire and is increasingly limited. Other physical facilities serving training and training management such as network systems, management software, working facilities... are all serious problems. - The third challenge is that the training management system and student management system need to be modernized and standardized. The current training management system and student management system can temporarily maintain operation. However, to ensure stability, sustainability and continuous development to serve the requirements of the second phase of transformation, this management system needs to be standardized. An operating system according to IS 9000.2001 standards is probably an indispensable requirement. In the current management system, we are facing a contradiction that needs to be satisfactorily resolved, the contradiction between concentration and decentralization. Centralize management of departments and disperse management or divide management rights in part in the training field of faculties and training units. A system operating under the credit system requires high concentration and high technology, but it is easy to overload some departments, while at the direct training levels, it fluctuates in an idle direction. - The fourth challenge is the lack of uniformity in training management in the large system of the National University. Currently, our school is trying to operate stably in its own way, but in the future, when all schools are implementing credit-based training more strongly and comprehensively, the National University will need more macro adjustments and directions, then our operating system will have to adjust again. Thus, with adjustment after adjustment, the leading unit will encounter many difficulties. - The fifth challenge is the solution to improve the overall training quality and the solution for groups. It is necessary to reaffirm that the transition to the credit training method is a comprehensive and comprehensive solution to internationalize and modernize training. The policy of developing international-class and high-quality training of the National University is a major, necessary and correct policy, but it is posing a contradiction. That is the contradiction between the overall solution and group priority. Investing in high-quality and international-class classes has many contradictions with large-scale implementation. High-quality classes almost always have imposed study plans or much less choice opportunities than regular classes, both in choosing subjects and choosing teachers. There are two issues for the School of Social Sciences and Humanities in the coming time: it is necessary to propose a solution for international-class training suitable for the School of Social Sciences and Humanities and high-quality training in a credit-based training environment. Of course, there are still many difficulties and challenges, including ideological and cognitive issues, training program issues, finance... In the scope of one opinion, we only mention a few prominent issues. If there is an opinion that can be considered a recommendation to the National University, it is to complete the information technology conditions for training management as well as all activities in the National University as soon as possible; promptly review and issue additional systems of management documents to create more synchronous compatibility in the National University, and at the same time further enhance the initiative and self-determination of affiliated units in the field of training. (for example, in adjusting the program, training scale, training form...). In the situation where the move to the new campus in Hoa Lac is still long, the National University needs to have an immediate solution, a transitional solution so as not to affect the current training quality. In the past 4 years of transformation, we have overcome difficulties mainly and first of all thanks to internal factors, but also acknowledge and express our gratitude to the leaders of the National University for creating favorable conditions in terms of policies and timely guidance, the functional departments, especially the Training Department, have worked with our school to promptly resolve difficulties and helped us a lot during the past time. We thank our units for their support, especially the University of Technology, the University of Foreign Languages, the Library Information Center and other units that have coordinated and helped us. Wishing all delegates good health, wishing the congress a great success!