TOPIC ANALYSIS OF HR STRATEGIES OF IBAE CORPORATION AND UNILEVER

TON DUC THANG UNIVERSITY FACULTY OF BUSINESS ADMINISTRATION MAJOR: INTERNATIONAL BUSINESS FINAL REPORT SUBJECT: HUMAN RESOURCES MANAGEMENT TOPIC: ANALYSIS OF HR STRATEGIES OF IBAE CORPORATION AND UNILEVER MAJOR: INTERNATIONAL BUSINESS CLASS:19DF0701 LECTURERS: VU THI DAN TRA GROUP Ho Chi Minh City, January 2022 0 LIST OF GROUP MEMBERS 0 COMPLETION LEVEL EVALUATION TABLE Full name Student ID Assignment of duties Evaluation - Cha pter (2.3.1) Tran Ha My Hien Signature 100% Signed 100% Signed 100% Signed 100% Signed - Chapter (3.4) - Chapter (1.3, 1.4) - Chapter (2.1.1, 2.1.2, 2.3.2.2, 2.4.1) Huynh Muoi Luy - Design poster Huynh Ngoc Thanh Nhu 719C0246 - Control all contact and support for all members - Introduct ion, Conclusion Nguyen Thi Hong - Cha pter (2.3.2) Ngoc - Chapter (3.1) - Chapter (1.1, 1.2) - Chapter (2.1.3, 2.3.2.1, 2.4.3) - Design poster - Sup port content 0 Hinh Van Ty Nguyen Thi Thuy Vy 719D0221 Chapter (2.2.1, 2.2.2, 2.4.2) 100% Chapter (3.3) Design JD Signed 519C0108 Chapter (2.2.3) 100% Chapter (3.2) Signed 0 ACKNOWLEDGEMENT The first thing we want to say on behalf of the entire group is that this subject is important, it has provided us with a general overview of Human Resources Management This is a significant subject in university programs since it not only provides broad knowledge about how to recruit the industry but also help to the process training We have gathered a lot of lessons, positive experiences, and skills from this subject over the last few months We'd want to thank PhD Vu Thi Dan Tra, who taught and shared vital knowledge and experiences with us over the course of the study The lecturers' knowledge and factsharing stories will undoubtedly lay the groundwork for us to be successful in our future However, preparing essay, reports or presentations while researching will almost always result in errors As a result, we expect that lecturer9s classmates would comment and assess more so that we can progress in other disciplines Thank you for everything 0 COMMENTARY OF TEACHER - 0 TABLE OF CONTENTS INTRODUCTION CHAPTER 1: GENERAL INFORMATION ABOUT INTERNATIONAL BEVERAGE IMPORT AND EXPORT (IBAE CORPORATION) 1.1Brand Story 1.2Purpose - vision - core values 1.3Main products of the company 1.4Personnel organization structure CHAPTER 2: ANALYSIS OF RECRUITMENT PLAN, TRAINING AND JOB DESCRIPTION IN SOME SPECIFIC POSITIONS AT INTERNATIONAL BEVERAGE IMPORT AND EXPORT JOINT STOCK COMPANY 2.1 Definition 2.1.1Job Training 2.1.2Job Satisfaction 2.1.3Recruitment 2.2 Design a Job Descriptions for position Digital Marketing Executive/ Specialist Marketing at International Beverage Import and Export Joint Stock Company 2.2.1Overview of a Marketing department, job p 2.2.2Job Description for Digital Marketing Exec 2.2.3Analysis of model KSA 2.1.3.1 Knowledge 2.1.3.2 Skills 2.1.3.3 Attitude 2.3 Design recruitment plan for Senior Supply Chain Management Executive at International Beverage Import and Export Joint Stock Company 2.3.1Set up the recruitment process 2.3.2Tasks in the Interview Round 0 2.3.2.1 Scanning and filtering the CV 2.3.2.2 Set up the interview questionnaires 2.4 Design a detailed plan for a training course for Senior Supply Chain Management Executive at International Beverage Import and Export Joint Stock Company 2.4.1Supply chain management tra 2.4.2Training Plan 2.4.3Detailed content of training ses CHAPTER 3: FACTORS AFFECTING THE LEVEL OF EMPLOYEE SATISFACTION IN THE COMPANY UNILEVER 3.1 General Information 3.2 Analysis of factors affecting employee satisfaction at Unilever 3.1.1Extrinsic factors that influence 3.1.2Intrinsic Factors that Influence 3.3 Advantages of Unilever's human resource management 3.4 Summarizing lessons learned from Unilever REFERENCES 0 LIST OF TABLE Table Company recruitment plan 16 Table The recruitment notice 19 Table The interview questionnaires 23 LIST OF FIGURE Figure The logo of IBAE Figure Poster Figure Poster Figure Poster Figure Poster Figure Poster Figure Personnel organization structure 10 Figure JD of Marketing Executive 14 Figure The recruitment notice 20 0 Figure The recruitment notice In general, the recruitment process at our company IBAE has only four basic steps After the recruitment period, we feel that our employees perform pretty well with the assigned tasks, leadership roles, etc Managers of departments have made it clear that although sometimes there are still minor violations such as late deadlines, it generally does not affect the whole recruitment process 2.3.2 Tasks in the Interview Round 2.3.2.1 Scanning and filtering the CV To assist the Human Resources department, it can optimize the recruitment process from finding candidates, screening CVs that match recruitment requirements and contacting interviews The Supply Chain department can save time in the process of quickly evaluating candidates as well as eliminating bad CVs The company IBAE uses software to support its recruitment process 20 0 There is already a current of software available on the market that supports CV scanning and screening; each software has its distinguishing features; nevertheless, for IBAE, we require software that can match the following criteria: ¥ Organize candidate data ¥ Help with posting job openings ¥ Candidate CV screening and evaluation ¥ Set up an online interview and an auto-responder email In addition to the criteria mentioned above, IBAE also likes to examine software with simple reporting functions, integration on mobile devices, and reasonable price As a result, we trusted in "Base" E-hiring software, a platform designed by Vietnamese businesses They combined the three components of Data & Artificial Intelligence (Data & AI), Interaction, and Open Platform to support us The base has gained trust from significant partners such as VIB bank, Yola language center, Biti's shoe brand, etc 2.3.2.2 Set up the interview questionnaires To get talented employees, we conducted the selection and distribution of the most relevant interview questions as Senior Supply Chain Management Executive Gathering information from the interviewees, this questionnaire is based on principles of psychology, which are the basis of human behavior The fact that we seek answers to the questions we ask is often not what we would expect, which is because the interviewer deliberately or unintentionally falsified the information, creating a barrier to our access to the information The following are questions that have been surveyed from the company's employees and the answers we considered to be the most framework and are divided into two main groups: Closed and open questions, including two situational questions, two behavioral questions, two knowledge questions, and two background questions for a Senior Supply Chain Management Executive Shareholding Company IBAE Consider the questions that were designed and reach your conclusion: Senior Supply Chain Management Executive Two Could you tell us a background little about yourself? questions Name (first and last) Describe the learning and working process in a few words Specialize Briefly describe your area of expertise and favorite pastime 21 What kind of experience you have in this field? Allow yourself to tell a narrative without trying to make something up or saying something you don't know If you have minimal work Two supplier What if the situational late delivers the goods questions have and you don't experience, mention that you are a curious person who wants to pursue this career and will devote a lot of time and effort to sharpen and study when answering interview questions The experiences you share during the interview should be consistent with, not contradictory to, what you state in your resume templates Despite applying a range of rewards and punishments, I've had to deal with vendors who were routinely late for appointments I'm steadily increasing the penalty level while expanding my search for other suppliers to replace them enough to give the client? How will you handle the situation so that the consumer isn't disappointed? Tell me about a time when you had to deal with a particularly challenging coworker Two you behavioral your questions suppliers What steps have taken to keep significant happy? What will you to keep up with supply chain management's most recent trends? Two supply knowledge in What exactly is questions your opinion? chain management, I once worked with a vendor who had complete access to our inventory checks However, I am not opposed to everything she proposes because she has decent ideas She was delighted to assist when I saw our check-in process was changing, and we were able to save a lot of time by dealing with the issue I consider the care and transportation services provider to be the most vital in a firm like mine As a result, I hold regular meetings (once every three months) with these providers outside of working hours to discover commonalities and issues in a friendly manner, allowing us to share information I regularly read trade magazines, attend purchasing and supply chain seminars I once read about the lean supply chain method and found it very interesting After many months of research, I partly applied it to my work and saw its effectiveness, mainly thanks to that method but overall management cost reduced by 10% compared to before The administration of the flow of goods and services, including all processes of converting raw materials into items for the end customer, is known as supply chain management 22 0 Do you have any experience with supply chain management software? Oracle supply chain software was utilised at my former employer But I also learn and understand a variety of other technologies, including SAP, which your organization appears to use Table The interview questionnaires 2.4 Design a detailed plan for a training course for Senior Supply Chain Management Executive at International Beverage Import and Export Joint Stock Company 2.4.1 Supply chain management training Blackstone (2013) proves that the design, planning, execution, management, and monitoring of supply chain activities to add net value are all part of supply chain management; value chains benefit from supply chain management elements Additionally, because of its importance, supply chain management training has been identified as one of the essentialutilized prerequisites for the Association for Operations Management's Certified in Production and Inventory Management (CPIM) program According to Lummus (2007), the training program prepares staff for production and inventory management certification It contributes to demand management, master and material planning, capacity management, sales, and operations planning, manufacturing environment and process, purchasing, physical distribution, performance measures, supplier relationships, quality systems, and continuous improvement Based on training, Tramarico et al (2015) examined two sets of benefits, Individual and Organizational, and gave some benefits and their descriptions Individual Benefits connected to participants or trained people, such as personal recognition to preserve and inspire behaviors, and to enhance and confirm knowledge that might result in a company's long-term competitive advantage, are the first four Hansen et al (2002), Lummus (2007), Treem (2013), Van Zyl (2003), Gammelgaard and Larson (2001) The remaining four benefits are Organizational Benefits, such as a shared grasp of vocabulary and concepts across the firm; the use of best practices; and the enhancement of corporate performance through the exchange of explicit and implicit knowledge Gilbert (, 2014), Bulkeley (2006), Schoenherr et al (2014), Khadivar et al (2007) Training programs provide the necessary information to train supply chain and operations management professionals for today's rapidly changing economy 23 0 2.4.2 Training Plan Objective: Any organization that wants to survive and grow must have competent employees Thus training is a must, and it has a significant impact on its growth In the current globalization trend, employee competency levels must stay up with economic development, science, technology, and effective new management practices At different levels of the organization, with other goals, the corporation permits employees to take training sessions at professional institutions or with experts Master the skills needed to run the supply chain's four departments: sales, inventory, operations, and purchasing To operate and redevelop a firm, develop the capacity to assess data, make judgments, define KPIs, negotiate, and work as a team amongst divisions In addition, practice TFC - gain experience and apply what you've learned to new situations Training position: Supply Chain specialist Number of training: At most three people Period of training: months to a year, you will gain basic and in-depth knowledge of supply chains, distribution systems, freight forwarding, strategic management, building and managing warehouse systems and warehouse connection points, modes of transportation such as road, rail, and sea, and complementary knowledge of international marketing during your studies More critical professional skills, such as math skills, market analysis, strategy building abilities, English and IT skills, and soft skills such as communication and time management skills, will be emphasized Training method: Students will learn how to conduct jobs more diversely by rotating from one area to another during their training Managers, technical workers, and professional personnel can all benefit from this strategy Training Address: 532 Ton Duc Thang, Ward 6, District 1, Ho Chi Minh City, Vietnam 2.4.3 Detailed content of training sessions Following the selection process, IBAE will select suitable candidates for the Senior Supply Chain Management Executive position Still, for new employees, integration with the environment in the workplace at IBAE is also critical because if employees quickly catch up with the pace of work and can connect with other members of the company It will help them have a better working spirit and bring more happiness 24 0 The board of directors will provide detailed content The HR department and the Supply Chain department will collaborate to plan specific training sessions and content that must be presented/instructed to new employees and a small test following each training session IBAE will use available human resources to directly guide new employees to assist them to have more cohesion in their work and save firms money on outsourcing training fees The following are the specifics of the training sessions: Session 1: Visiting the company and handing over the working area This is also the first day a new employee begins working at the company and is accompanied by the management on a facility tour Furthermore, during this meeting, the manager will delegate responsibility for managing and arranging the working area for the new employees and introducing them to other employees in the department At IBAE, we also provide opportunities for workers to get to know one another better by hosting a small welcome party on the first day of work Session 2: Briefly introduction about IBAE The head of the HR department will represent the Board of Directors at this meeting to have a brief discussion with new workers about vital information about the IBAE firm, such as the company's working regulations, current condition, and future directions of development Furthermore, the person who directly trains new employees can also give them the company's communication system to respond to questions if they arise Corporate regulations should be clearly expressed to help employees acquire a giant image of the organization they will be working with Following this second training session, the manager can construct a brief test with the content of the information delivered to assess the new employee's understanding and memory of everything about the organization Session 3: Professional skills (Part 1) - Forecast & Planning Because new employees will work directly with and be overseen by the Supply Chain department, all content will be in charge of the Supply Chain department beginning with the third training session Essentially, the basic knowledge and skills of Logistics and Supply Chain majors will not be fully retrained Suppose their background knowledge at university is unclear or forgotten too much In that case, IBAE will only provide employees with open company documents, valuable books for employees to actively re-read at home Employees will be trained chiefly in practice, applying the learned theory to the practical working environment during their organization The main content new employees are instructed on in this third session is forecasting, planning, and reporting tasks The Supply Chain Manager will instruct you on estimating sales assessing less consumer demand for products, and examining the company's use of materials or trends in market variations to produce forecasts and new plans such as production plans and inventory/materials reserve 25 0 Session 4: Professional skills (Part 2) - Procurement One of the most critical aspects that a supply chain specialist must grasp is purchasing Not only must you cooperate with internal colleagues, but you must also communicate with the Sales department All new workers from the Sales and Supply Chain departments will attend this training session together The person who will directly guide you is the Head of Sales and Supply Chain; regarding the major topic, you will be instructed on how to use management devices, information and interact with suppliers and partners - they are forwarder firms New employees will be required to source goods, conduct out import and export procedures, manage procurement processes and contracts, monitor the entire process of associated parties, and timely record to produce periodic reports After four training sessions, the Supply Chain manager can generate a simulation film of the whole working process of a supply chain specialist for a shipment in an IBAE company in a given month to ensure that all new workers understand their responsibilities Following the training sessions, the IBAE company will usually give you 1-2 months of probation to familiarize yourself with the new working environment, build relationships with colleagues, and, most importantly, be allowed to make mistakes If you pass the probationary period, you will become an official employee at IBAE After this time, all errors that severely affect the company will be solved based on the regulations and the level of violation by rules 26 0 CHAPTER 3: FACTORS AFFECTING THE LEVEL OF EMPLOYEE SATISFACTION IN THE COMPANY UNILEVER 3.1 General Information According to the gathering's point of view, we can see that Unilever centers around enhancing abilities and information for workers through preparing programs: Unilever Future Leaders Program, Unilever Future Leaders' League for new alumni, and the program Apprenticeship Administration for Future Leaders, to prepare assistants to turn out to be fulltime workers for Unilever In addition, there are wellbeing and learning responsibilities at Unilever: Building a culture of caring where individuals feel esteemed and approach every one of the instruments they need to Grow, engage and foster your representatives to be all they can be Expanding on the abilities of its workers, it focuses on improving the skills of every one of its representatives by 2025 Furthermore, we gathered a few conclusions from Ms Huyen Luu: In the meeting round, Pymetrics Gamification - given certain games to make an appraisal of faculty who might be reasonable for the position Then again, a few representatives remarked that: At Unilever, you approach an immense wellspring of information, for example, Unilever brand reference book - U-word reference, or the framework to associate continuous tasks Unilever's worldwide outlet that you can join whenever We have summed up the motivations behind why Unilever draws in countless representatives with numerous unique elements adding to the organization: open workspace and not as "dry" as individuals ponder work Office The arrangement to prepare senior representatives is special, and individuals are the center for the advancement of the business So, the ideal HR procedure contributes a great deal to the organization's rise 3.2 Analysis of factors affecting employee satisfaction at Unilever 3.1.1 Extrinsic factors that influence employee job satisfaction Frederick Herzberg's theory of two elements of motivation-hygiene (1959) identifies two aspects that influence work satisfaction as "motivation" and "hygiene." Recognition, progress, advancement, accomplishment, responsibility, and the nature of the task are all motivating elements Wages, interpersonal connections at work, firm employment security policies and management, supervision, working environment, personal life variables, and status are all examples of hygiene factors According to Herzberg, motivators lead to job happiness, whereas the lack of hygienic elements leads to job discontent Furthermore, sanitary variables not always promote job happiness; somewhat, it decreases or eliminates worker discontent External factors are items or 27 0 events that occur due to the worker's efforts in combination with other factors or others who are not directly involved in the activity Salary, working circumstances, coworkers, and even supervision are examples of workplace elements that can produce work results yet are not required External outcomes include how you treat people and engage with your friends External elements such as the working environment, income and job satisfaction, kind of work, teamwork, colleagues, job security, ability leadership, and growth possibilities influence employee contentment 3.1.2 Intrinsic Factors that Influence the Level of Job Satisfaction According to various Hackman and Oldham research based on job characteristics, three key components build work motivation from inside to promote work efficiency: Diversity is a fascinating work experience Talents, identifying the nature of the work and the job's value; Experience with job-related responsibilities, such as autonomous decisionmaking and mature judgment in planning and designing work processes Work outcomes are perceived as feedback on job performance to superiors, from which superiors acknowledge and assess employees' accomplishments and criticize and offer solutions to avoid workplace blunders Conditional elements such as developing communication requirements, survival needs, and the need to generate high intrinsic work motivation, increased job satisfaction or satisfaction, and good work performance improves internal motivation and raises job satisfaction or satisfaction of employees Employee autonomy, recognition, meaningful work, training and development, assignments, skill variety, task importance, job feedback, and job engagement are all internal elements that impact employee happiness 3.3 Advantages of Unilever's human resource management Unilever's recruitment is open to the public and well-coordinated at a time when students are looking for work As a result, the organization has attracted the best and brightest students' attention and desire to work Unilever has used various talent acquisition tactics to hire talented workers for different positions Unilever's talent acquisition strategy takes time; the goal is to identify the best fit, not just the best Unilever's recruitment not only effectively attracts talent, but it also strengthens the company's reputation by pushing Unilever's brand to a large number of students - young people who are aware of current trends and who will influence future family consumption decisions Unilever intends to make the human resources department the heart and soul of the company The Human Resources Department at Unilever has been renamed the 28 0 Strategic Partnerships Department It should not only offer regular training programs, benefit support programs, and compensation plans, but it should also assist businesses in connecting Unilever conducts talent recruitment and offers highly specialized training programs in Vietnam Unilever provides opportunities for all workers to learn about and participate in the company's activities Simultaneously, the Strategic Cooperation Department increases working and educational prospects to higher levels Fairness, respect, boldly empowering and accepting new ideas, new people, and various opinions are all values that corporate culture promotes It assists Unilever in maintaining a strong corporate culture and connecting people across departments Unilever's policy of looking after the lives of its employees is likewise highly regarded Unilever also hosts events and support groups, such as a new employee group and a group of young single employees To establish high-quality and successful human resource strategies for each department, department heads and team leaders must collaborate with crucial partner departments Department heads and senior management serve as catalysts and mentors, assisting staff in quickly adapting to their new surroundings 3.4 Summarizing lessons learned from Unilever We realize that our IBAE has carefully screened and selected the factors that bring high quality to work, most obviously through the meticulous CV screening and the questions Professional questions to challenge the interviewer In addition, there are thorough plans for training and straightforward implementation of upcoming jobs There are diverse training methods for everyone who applies to the company, learns, improves knowledge, has a dynamic working environment, and has clear opportunities for self-advancement On the other hand, because IBAE was just established not long ago, we don't have much experience in giving training rounds, which leads to the loss of time of the departments, affecting the company's process In general, IBAE has a clear strategy but lacks the financial side and people with a certain level of expertise To overcome those disadvantages, IBAE conducted a strategic analysis of Unilever to draw lessons for the company We realize that, when recruiting, Unilever will offer rewards and benefits first, have a clear job description, they know what they lack and what they need in the person they recruit They not give a specific salary, but they will evaluate the compensation based on their ability It can be seen that IBAE is different from Unilever's criteria If Unilever is to take people as the core for the development of the business, the IBAE is taking a person's knowledge and understanding to develop the business Through the recruitment and training process of a large company like Unilever, our firm has also learned lessons to deploy and build our company Should choose students or talented elite candidates, taking people as the core of development, giving candidates positive thoughts about the company, and making a significant contribution to the company's sustainable development in the future We can learn from Unilever that in any job, people need to be at the core Because they are the people who help the company increase value Expanding training, employees will have more 29 0 opportunities to discover themselves, explore, learn new things Whether new or old, employees at Unilever are equal and have the chance to learn from higher positions than leaders, department heads 30 0 CONCLUSION Through the course of self-improvement of HR in our business interaction, we utilize the item advancement technique, yet additionally through the procedure of drawing inability for the business from the system of drawing in Unilever's ability to recognize the organization's requirements to set up and fortify its situation on the lookout To work on the nature of enlistment, notwithstanding the prerequisites on quality, capabilities, and wellbeing, the capacity to wrap up responsibilities should likewise be surveyed Reinforce the ability remuneration strategy and get representatives and their concerns Along these lines, each business needs to comprehend and profoundly like the job of individuals in the industry Simultaneously, human asset procedures can't be isolated from different capacities in the organization Has excellent permeability and can anticipate changes in the work market Likewise, it is vital to well in characterizing and arranging human asset exercises like the traditional design, enlistment, and faculty utilization Have an unmistakable arrangement and financial plan for preparing and human asset improvement , Explicitly It is important to declare and execute an ability appraisal framework Present reasonable, sensible, and lawful award and discipline approach like Unilever to keep away from the mix of "push" and "pull" in the outer work market, so they ransack representatives After concentrating on human assets, the executives assisted us with figuring out how to manage others, track down a specific language, know how to prepare and haggle with workers, and assess representatives accurately Learn how to draw inability for the organization Then again, figure out how to avoid botches in enlisting ability and utilizing representatives From that point, foster human asset systems to assist the organization with developing Furthermore, this information will be material to future professions 31 0 REFERENCES Balasubramanian, P., Vishnu, P., & Sidharth, S (2016) Social media as a recruitment tool Bonfring International Journal of Industrial Engineering and Management Science, 6(3), 108-110 Schmidt, S W (2007) The 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