(Tiểu luận) groupassignment research topic human resource recruiting

NHA TRANG UNIVERSITY FACULTY OF ECONOMICS GROUP ASSIGNMENT Research topic: HUMAN RESOURCE RECRUITING GROUP 1 Nguyễn Thị Phương Anh Nguyễn Hoàng Khánh Ngân Nguyễn Mạnh Tuấn (Leader) Lê Ngọc Thảo Uyên Đặng Huỳnh Tường Vân h Table of contents I Theoretical overview of Human Resource Recruiting Human Resource Planning Recruiting Strategies and Sources .5 Setting Hiring Standards Screening Signaling Measures of effective recruiting 10 II Human Resource Recruiting of VinFast 10 VinFast's recruitment strategies and sources 10 Hiring Standards of Vinfast .12 The Screening Process in VinFast 12 Signaling Recruitment of VinFast 13 III Recommendations to VinFast Recruitment 14 References 15 h I Theoretical overview of Human Resource Recruiting Human Resource Planning An important part of recruiting is planning Carefully constructed recruiting plans not only increase the chances of identifying the best workers but also reduce costs associated with finding workers 1.1 The Planning Process Human resource planning is the process of forecasting employment needs A proactive approach to forecasting can help organizations become more productive  Step Assessing Current Employment Levels Assessing current employment levels, relies heavily on the organization’s information system, with the most common systems being SAP and Oracle’s PeopleSoft These databases track employees and can generate reports showing h where people are currently working This information provides a snapshot summary of the number of people in different positions  Step Predicting Future Needs Predicting future needs begins with assessing environmental trends (changing consumer tastes, demographic shifts, and so forth) Based on these trends, a forecast is made of expected changes in demand for services and goods The overall goal of the second step is to combine information from the environment with the organization’s competitive objectives in order to forecast the number of employees needed in particular jobs  Step Predicting Employee Movement Historical data is assessed to determine how many employees in each job category can be expected to quit or be terminated during the next year Measures such as quit rates, average length of time in specific jobs, and rates of promotion are used  Step Planning External Hiring Determining the number and types of people to be recruited externally This is accomplished by combining the information from the first three steps Information from Step is used to forecast the total number of employees needed in each position, and information from Steps and is used to determine how many of the projected positions can be filled by people already in the organization The difference between the number needed and the number available provides an estimate of the number of new employees who will need to be recruited from outside the organization 1.2 The Benefits of Human Resource Planning Careful planning allows organizations to act strategically rather than simply react to changes Good planning can eliminate many surprises It can help to smooth out upward and downward trends in employee count to reduce or eliminate those instances in which an organization terminates good employees because of low need in certain areas only to realize a few months later that it has openings to fill in those same areas h Recruiting Strategies and Sources 2.1 Employee Recruiting Employee recruiting is the process of identifying and attracting people to work for an organization The basic goals of recruiting are to communicate a positive image of the organization and to identify and gain the interest and commitment of people who will be good employees 2.2 Recruiting Strategies There are two approaches used in business today: Broad versus Targeted skill scope  Broad Scope This broad skill scope strategy focuses on attracting a large number of applicants Such an approach makes sense when a lot of people have the characteristics needed to succeed in the job Broad scope recruiting is most often used by organizations with cost leadership strategies Organizations using the Bargain Laborer HR strategy hire a large number of nonspecialized employees, who often stay with the company for only short periods of time Organizations using the Loyal Soldier HR strategy seek to keep h employees for longer periods, but again, the employees not need specialized skills to succeed  Targeted Scope The targeted skill scope strategy seeks to attract a small group of applicants who have a high probability of possessing the characteristics needed to perform the specific job Such an approach makes sense when only a select few have what it takes to perform the job successfully Targeted scope recruiting is most often pursued by organizations with a competitive strategy of differentiation People are hired because they have rare skills and abilities, and only a small number of people actually have what it takes to succeed Targeted scope recruiting is thus optimal for organizations with both Committed Expert and Free Agent HR strategies 2.3 Recruiting Sources The next aspect of strategic recruiting – Internal versus External sourcing  Internal Sourcing Internal sourcing of recruits seeks to fill job openings with people who are already working for the organization Positions are filled by current employees who are ready for promotions or for different tasks These people have performance records and are already committed to a relationship with the organization  External Sourcing External sourcing of recruits seeks to fill job openings with people from outside the organization Primary sources of recruits are other organizations An extreme example of external sourcing occurs when organizations not actually hire people to fill positions Positions may be filled by temporary workers, who are people actually employed by an outside staffing agency Another example of extreme external sourcing is independent contractors, who have a relationship with the organization but technically work for themselves  Other sources h Organizations use a variety of sources to find job applicants Sources such as referrals from current employees are relatively informal, whereas sources such as professional recruiters are more formal Some of the various sources are as Job Posting, Employee Referrals, Print Advertising, Electronic advertising, Employment Agencies, and Campus Recruiting Setting Hiring Standards The difficulty in recruiting for an employer is not the exposure of the most applicants, but the problem of finding enough worthy applicants to take the time to review Some employer requirements for employees as following:  High working spirit If an employee is a responsible person and puts in the effort to complete the job, they will always be one of the people with the highest plus points in the eyes of the employer  Positive attitude Working attitude reflects employees’ responsibility and character The cheerfulness and confidence when interviewing will partly show their working attitude before employers  Good communication skills  The ability to manage time  Problem solving skills Identifying the issue, coming up with solutions, implementing those solutions, and evaluating their effectiveness  Have a team spirit When employees work well in a group, it also means that they have put aside their own personality, always trying for the team's goal Highly appreciate team spirit employees and will create many promotion opportunities for those employees  Confident h  Ability to accept and learn from criticism Being able to withstand the pressure of unfair or dispiriting criticisms while motivating himself to work harder and better instead of giving up Screening Screening is the process of reviewing job applications and involves scanning through the resumes and finding the closest applicant who matches the job description The screening process is the most time-intensive facet of the hiring process Employers can identifying the right candidate from a large group by sorting resumes and CVs based on priority order such as degrees, certifications, relevant experience, expertise, technical capabilities, etc 4.1 The importances of the screening process The process of screening employees gives organizations an extra level of protection and confidence in who they are hiring It provides them with the full information they need to make a decision about an applicant Screening is an extremely important process for any business to conduct, in accordance to their relevant industry standards It not only protects clients and other employees but safeguards the future of your business not being put into the wrong hands 4.2 The ways to the screening process  Do the screening from phone / video Interview This is a quick, easy and convenient way to screen applicants The phone or video interview is employers first chance to leave a lasting first impression on their potential employees  Psychographic testing This is a very important step in the staffing process as the information revealed from this assessment will help employers to know if their potential employees perform and retain long term with the business or not? h  Face-to-face Interviews Personal interviews can take longer as this is the final step before the employer makes a final assessment and makes a job offer Final interviews may be conducted by top management and are usually extended to a very small group of outstanding applicants The final selection should be agreed at this stage along with the selection of the backup applicants Signaling Signaling theory is offered as a framework to integrate the two attributional approaches to Human Resource Management (HRM) focusing on HRM strength and HR attributions 5.1 The role of Signaling Signaling plays an important role in the labor market An employer has little information about a prospective employee, and cannot expect truthful answers if he asks whether the applicant is intelligent, has leadership qualities, and is responsible Instead, the applicant must try to prove that he has these qualities In the area of applicant attraction, signaling theory has been used as a way to explain why applicants may be drawn toward, or pushed away from an organization 5.2 Recruiter's Decision By giving reward packages, employers can encourage the proper applicants to apply and reject the unsuitable ones The maximum probation period should be 60 days During the probationary period, applicants will have practical exposure to the job, and will have the opportunity to demonstrate their competence and professional qualifications Enterprises need to closely follow the applicant's probationary process to be able to assess the applicant's suitability for the job position to be able to make a final decision Measures of Effective Recruiting  Cost measures h It includes the money paid for advertising, agency fees, and referral bonuses, and also includes travel expenses for both recruiters and recruits, as well as salary costs for people who spend time and effort on recruiting activities  Time measures It assesses the length of the period between the time recruiting begins and the time the new employee is in the position  Quantity measures It focus on the number of applicants or hires that are generated through various recruiting activities It includes number of inquiries generated, number of job applicants, and number of job acceptances  Quality measures It is the extent to which recruiting activities locate and gain the interest of people who are actually capable of performing the job It includes assessments of how many applicants are qualified for the job, as well as measures of turnover and performance of the people hired  Cost per hire It determines the expense incurred to find each person who is eventually hired It is calculated by dividing the total cost of a particular search by the number of hires it provides  Cost per applicant It assesses how much it costs to entice each person to submit an application for employment It is calculated by dividing the cost of a recruiting method, such as a newspaper advertisement, by the number of people who respond 10 h II Human Resource Recruiting of VinFast VinFast's recruitment strategies and sources Like other organizations, VinFast also recruits both unskilled and specialized skilled workers, their qualifications will be suitable for different positions in order to bring value to the organization 1.1 Recruiting workers without specialized skills These unskilled workers are usually those with a high school diploma or less These positions are often related to machines, physical strength, etc The most obvious feature of this job is the stereotype and little creativity In this strategy, VinFast recruits the following positions without qualifications and experience:  Housekeeper  Security staff  Cashier  Production workers, maintenance workers, quality inspection workers 1.2 Recruiting workers with specialized skills VinFast recruits a skilled, trained, and experienced workforce to perform complex jobs Some positions need high expertise such as:  Area sales manager  Technicians  Accountants and financial analysts  Digital marketers  Showroom director 1.3 Recruiting from external resources For VinFast, recruiting from outside sources is key For example, VinFast is recruiting senior managers from major car manufacturers such as Tesla, BMW, Porsche, Toyota, 11 h and Nissan, thereby aiming to become a global smart electric car brand Notably, the position of Chief Growth Officer of VinFast America belongs to Mr Jeremy Snyder In addition, Vingroup announced the appointment of Mr Michael Lohscheller – who used to hold the position of Vice President of Volkswagen US and General Director of Opel Global - to take on the position of Global General Director of VinFast (CEO) 1.4 Some various sources of Vinfast VinFast posts its recruitment information on various platforms such as Facebook, job agency websites (Indeed, Vietnamworks, ), or posts information on the company's official website (Vinfastauto) Hiring Standards of VinFast VinFast is a large enterprise with a strict recruitment process, however, VinFast also has mandatory requirements that a applicant needs  Professional ability This is a must-have, not only when applying for a job at VinFast but also at any company When applicants have high professional ability, extensive knowledge, they will be able to complete the job in the best way  Seriousness and enthusiasm at work No recruiters will want to hire superficial, lazy, and unenthusiastic applicants So working attitude is very important There are many recruiters who say that they want to recruit people with a positive, serious and demanding working attitude rather than someone who always knows how to hide and be passive at work  Carefulness, hard work For those with less expertise, they can improve their knowledge every day This is shown directly through the industriousness and carefulness of the applicant's personality Therefore, if the applicant is not too excellent at work, he/ she can make up for it with his/ her hard work, thoughtfulness and care 12 h The Screening Process in VinFast  Step 1: Submission of documents The application is submitted directly at the office in Hanoi or via email of the company Direct application dossiers include: Job application form, curriculum vitae, health certificate, If applying online, applicants just need to send their CV to the recruiter via email  Step 2: Filtering applications The human resources department of Vinfast recruitment will conduct a filtering process to select the most suitable profiles for the position being recruited The profiles of suitable applicants will be contacted by the Recruitment department to take part in the test and interview  Step 3: Interview to select employees The HR department will review and re-check some information in the profile to assess the accuracy and suitability of the applicants  Step 4: Evaluation and decision The company's leadership will review and approve to make the final decision This decision is made based on applicants’ experience and ability to fit the company culture  Step 5: Probation process This is the time when applicants will be directly exposed to the job, the opportunity to show that their qualifications and capabilities can meet the job requirements If applicantsperform well, they can shorten their probationary period to less than months  Step 6: Decision to recruit as an official employee of Vinfast After the applicant's probationary period ends, if applicants perform well, Vinfast will give the final results to select the right person for the job 13 h Signaling Recruitment of VinFast Vinfast's leadership will examine, authorize, and make a final decision following the screening, interviewing, and selecting procedures The applicant's experience and ability to adapt to the business culture are factors in this selection If applicants are chosen, Vinfast's recruitment staff will contact them through email or phone to discuss salary, remuneration, and receipt date  Probationary Period The applicant must complete the first probationary period at the company after receiving the recruitment notice This is an opportunity for applicants to interact directly with the position and demonstrate that their skills and abilities can fulfill VinFast's employment requirements The employee and VinFast will sign a probationary contract after being notified of their hiring The standard probationary period is two months, however if the applicant is exceptional, the period can be reduced to less than two months  Recruiter's decision After the applicant's probationary period expires, if he/she is accepted, Vinfast will give the final result in selecting the right individual for the job The final task of this recruitment process is to sign a formal contract with the applicant Depending on the position, the contract can apply from months to a year III Recommendations to VinFast Recruitment Some solutions to improve VinFast recruitment policy as following: Be more proactive and focused on finding potential employees at competitions and recruitment programs at universities organized by other organizations or by VinFast itself This helps the company save time, costs and have the opportunity to approach talented applicants in the future Enhancing dissemination activities about the benefits that VinFast will bring when employees work for them Not only put on the media, but also put into the exchange 14 h and discussion sessions with students at universities, this helps to increase the commitment and trust for potential applicants to the business During the recruitment process, VinFast needs to set criteria on skills and expertise that are directly related to the job position they hold, avoiding professional questions of other positions Improve the quality of the competency assessments, and pay more attention to the creativity and sharp thinking of the appicants to assess the applicants' ability to handle real situations Re-verify the information on the applicant's CV to confirm the accuracy of the information they have written by talking to their former institutions Give feedback to all applicants, including successful candidates and unsuccessful applicants, this reduces the anxiety of unsuccessful applicants, and creates sympathy for those applicants in another application References Documents  Human resource management – Linking strategy to practice  Personnel Economics for Managers Other resources https://cloudoffice.com.vn/tin-tuc-su-kien/bi-quyet-sang-loc-ho-so-ung-vien-nhanhchong-hieu-qua-nhat-danh-cho-nha-tuyen-dung https://viecoi.vn/cam-nang-nghe-nghiep/chi-tiet-che-do-dai-ngo-va-nhung-yeu-cau-coban-cua-mot-nhan-vien-vinfast-954.html https://www.twinfm.com/article/the-importance-of-screening-and-vetting https://onlinelibrary.wiley.com/ 15 h https://minds.wisconsin.edu/ https://hoatieu.vn/quy-trinh-tuyen-dung-nhan-su-chuan-nhat https://blog.freec.asia/vinfast-tuyen-dung/ https://zingnews.vn/vinfast-tuyen-dung-nhieu-nhan-su-ky-cuu-cua-teslapost1241608.html https://genk.vn/thay-gi-tu-chinh-sach-chieu-mo-nhan-su-cap-cao-cua-vinfast-giai-doan-2van-la-nhung-profile-khung-nhung-day-la-su-khac-biet-20210728113036924.chn 16 h