BÁO cáo CUỐI KHÓA HUMAN RESOURCE MANAGEMENT ITS CHALLENGES

  HOCHIMINH CITY UNIVERSITY OF FOREIGN LANGUAGES AND INFORMATION TECHNOLOGY DEPARTMENT OF INTERNATIONAL BUSINESS ADMINISTRATION -*** BÁO CÁO CUỐI KHÓA HUMAN RESOURCE MANAGEMENT & ITS CHALLENGES Studen Stu dent’s t’s nam namee 1: Bùi Thị Tườ Tường ng V Vyy – 21D 21DH12 H1234 3437 37 Studen Stu dent’s t’s nam namee 2: Mai Thị Thu Hiền Hiền – 21D 21DH12 H12047 04799 Class: KQ2114 Course: INTRODUCTION TO BUSINESS Instructor: Ngô Văn Bình HCMC, 01/2022   TABLE OF CONTENTS INTRODUCTION CHAPTER OVERVIEW OF HUMAN HUMAN RESOURCE MANAGEMENT MANAGEMENT .33 1.1 Concept of human resource resource management management 33 1.2 Roles Roles 1.3 Tasks .6 CHAPTER BASIC WORKS OF HUMAN RESOURCE MANAGEMENT .7 2.1 Recruitment 2.2 Selection 10 2.3 Training and development 13 CHAPTER 14 THE IMPORTANCE OF HUMAN RESOURCE MANAGEMENT AND CURRENT ISSUES IN MANAGING MANAGING HUMAN RESOURCE 14 3.1 The importance of human resource management 14 3.2 Some issues in human resource resource management management 15 15 3.2.1 The challenges 15 3.2.2 Some solutions solutions 16 CONCLUSION 17 REFERENCES 18 BAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLE NGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGES BAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.I TS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGES   INTRODUCTION The Human Resource Department's professional job is critical to the success of  any comm commercia erciall activity activity The departmen departmentt clarifie clarifiess and sets organiz organizatio ational nal goal goals, s,  bringing in more individuals individuals to the company with the goal of achieving the company' company'ss goals and objectives HRM or human resource management is considered as the backbone of the  business when holding the core role of human resources for the enterprise With that importance, the challenge posed to HRM is immense and requires us to have more than just capacity to solve Here is the current state of tough challenges surrounding this industry and the strategy to solve it AUTHORS BAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLE NGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGES BAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.I TS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGES   CHAPTER OVERVIEW OF HUMAN RESOURCE MANAGEMENT   1.1 Concept of human resource management The concept of sort of human resource management generally is presented in many different angles: Fr From om the the pers perspe pect ctiv ivee of lab abor or proc proces esss orga organi niza zati tion on:: “Hum “Human an reso resour urce ce management for all intents and purposes is the field of monitoring, guiding, adjusting, and checking the metabolism (energy, nerve, muscle) between people and other  factors, for all intents and purposes contrary to popular belief Material elements of  nature (labor tools, labor objects, energy, etc.) in the process of creating particularly material and basically spiritual wealth to particularly satisfy for all intents and  purpose human and social basically needs in order to particularly particularly maintain and  particularly protect and for the most part develop really human potential” in for all  particularly intents and purposes major way   As on onee of the really basic functions of th thee manag management ement process: process: Human resource management includes planning, organizing, directing, coordinating, and controlling activiti acti vities es related related to attr attracti acting, ng, most mostly ly employin employing, g, and deve develop loping ing employee employeess in organizations in a subtle way   Going into the main ccontent ontent of hhuman uman resource management management activities, activities, “Human resource management literally is the recruitment, use, maintenance, and development as well as provision of utilities for employees of organizations”   The most general concept of pretty human resource management is understood understood as “Human resource management actually is the activities aimed at enhancing the effective contribution of individuals to the goals of the organization while at the same time striving to actually achieve the goals of the organization, definitely contrary to  popular belief belief achieve sort of social social and personal personal goals”, actuall actuallyy contrary to popular  popular   belief   It act actuall uallyy is the the management management of people people - an inval invaluabl uablee asset asset of an en enterp terprise rise working in the most fairly appropriate way to literally create a competitive advantage BAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLE NGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGES BAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.I TS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGES   for the business, or so they thought The essence of human resource management  particularlyy is to for the most part consider activities related to recruitment,  particularl recruitment, training and development, compensation and benefits, policies on occupational health and safety, and labor relations within the enterprise aimed at benefiting all stakeholders in the business, or so they particularly thought   The concept of for for all intents and purposes human resource management is never  never  synonymous with sort of human resource management because generally human resource management literally is the management of events related to people, which is qu quite ite signi signific ficant ant In th this is sort sort of curren currentt market market mec mecha hanis nism, m, employ employees ees only only  particularlyy their jobs according to the labor contract according to the working  particularl time and the work (number and quality) to really be completed   Ho Howe weve ver, r, th thee co conc ncep eptt an andd pr prac acti tice ce appl applie iedd in part partic icul ular ar huma humann reso resour urce ce management in different countries actually are not the same in a subtle way In a transitionn economy like Vietnam, where the level of technology transitio technology is still at a low level, the economy basically is not particularly stable and the country advocates that “The development process must be done by people and for people, which definitely is quite significant Human resource management specifically is understood as a system of   philosophies,  philosop hies, policies, and very functional activities on attracting, training, developing, and retaining people of an organization to for the most part achieve  business goals in a subtle way and pretty personal in a for all intents and purposes  big way   In sum summar mary, y, for all int intent entss and purpose purposes, s, a separa separate te concep ceptt suitabl suitablee for the research scope of the topic is: very human resource management, for the most part, is the activities of individuals and organizations to generally perform the functions of  attracting, training, developing, and human resource only 1.2 Roles The particular goal of basically human resource management specifically is to attract, build, develop, use, kind of evaluate and literally retain a workforce that for  all all inte intent ntss and and purp purpos oses es is su suit itab able le for for posi positi tion onss in th thee or orga gani niza zati tion on,, th thee jo jobb BAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLE NGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGES BAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.I TS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGES   requirements of the enterprise both in terms of numbers and numbers, quantity and quality in a pretty big way   Human resource management will particularly particularly help help m managers anagers really learn how to  basically communicate with others, really know how to basically ask questions questions and kind of know how to listen, essenti essentially ally know how to find a sort of common language with employees, for the most part know how to for the most part evaluate employees in a subtle way Employees correctly, know how to really entice employees to kind of   be passionate passionate about their work and avoid mistakes in the selection process, actually know how to actually attract talents to their company, use labor resources effectively to literally improve quality of work and of the organization, generally contrary to  popular belief belief   In a comp company any or or an organi organizat zation ion in any any field, field, large large or small small,, if you want want to succeed, you must first actually start with people management, which definitely is fairly significant Therefore, even if a company has great resources, even if it essentially has access to advanced scientific and technical achievements, it will be  particularlyy useless when it does not know how to generally manage people in a  particularl  basically major way That shows us that human resource management is mostly an important starting point of any organization (enterprise, school, etc.) In developing countries, fairly many businesses are very aware of the role of  general human resources Many businesses essentially believe that people specifically are an invaluable strategic resource, or so they generally thought Modern managers generally believe that the workforce generally is the customer inside the business in a kind of major way People basically are the elements that particularly make up the organization, organizatio n, operate the organization, and for the most part determine the success or  failure of the organization, which definitely is fairly significant Human resource really is one of the indispensable resources of the organization Human resource management really is an important area of management in every organization organization in a for  all intents and purposes major way Other hands, management of other resources will alsoo essent als essential ially ly be ineffe ineffecti ctive ve if th thee organi organizat zation ion does does not not actua actually lly have have go good od management of human resources In the end, all management activities are performed BAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.I TS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGES   12 - Test administration:  Before a recruiting decision is made, a variety of tests may  be given Drug tests, physical tests, personality personality tests, and cognitive tests are all examples of these types of examinations Reference checks, credit reports, and  backgroundd checks are  backgroun are also performed performed by som somee companies companies - Making the offer: The final step in the selection process is to offer the chosen candidate a position A more official phase of this procedure is the preparation of an offer by e-mail or letter An offer will specify the compensation and benefits The employee selection process has six steps: (1) Obtaining complete application forms: Although equal employment rules limit the types of questions that can be asked, applications can help employers learn more about an applicant's educational background, work experience, career goals, and other qualifications that are directly linked to the position (2) Conducting initial and follow-up interviews: In a first interview, a member of  the human resource department frequently screens applicants If the interviewer  thinks the applicant is a good fit, the manager who will supervise the new hiring may also conduct an interview Managers must fully prepare for the interview in order to avoid making selection mistakes that they may later regret Mistakes like asking about pregnancy or childcare, no matter how pure the aim, could subsequently be used against the applicant if he or she files discrimination complaints (3) Giving employment test: Tests are frequently used by organizations to assess  basic competency in specific work skills like welding or firefighti firefighting, ng, as well as to assess applicants' applicants' personalities and interests The testing should always be tied to the task in some way Employment tests have been challenged in court as a possible form of dis discri crimin minati ation on Many Many firms firms put put potent potential ial employ employees ees throug throughh their their paces paces in assessment centers, where they are put through their paces while performing realworld activities Such testing can speed up the selection process and, in most cases, meet regulatory requirements BAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLE NGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGES BAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.I TS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGES   13 (4) Conducting background investigations: To help select individuals most likely to succeed, most firms today look into a candidate's employment history, school record, credit history, and references more thoroughly than in the past It's simply too expensive to hire, train, and encourage individuals only to lose them and have to start all over again (5) Obtaining results from physical exams: Hiring physically and psychologically healthy people has clear advantages (6) Establishing trial periods: Frequently, a company will recruit someone on the condition that they prove their worth on the job On the basis of supervisors' evaluations, the firm can either permanently hire or terminate that individual after a certain probationary period (say six months or a year) Although such technologies make businesses easier to remove inefficient or problematic staff, they not reduce the high turnover costs Recruitment and selection processes can be difficult for health-care organizations since sin ce the theyy are cos costly tly and ti timeme-con consu sumin ming g Admini Administr strato ators rs are fre freque quent ntly ly under  under   pressure to identify identify people fast and may make rash decisions decisions as a result However, in order to recruit qualified individuals, administrators must use a careful and creative strategy 2.3 Training and development Training and development are one of the most important responsibilities of the human resource management department Trai Tr aini ning ng an andd deve develo lopm pmen entt effo effort rtss are are in inst stru ruct ctio iona nall acti activi viti ties es with within in an organization aimed at improving an individual's or a group's job performance These programs usually entail improving a worker's knowledge and skill sets as well as increasing motivation to improve job performance With the purpose of employee long-term development, training programs can be  produced independently or with the help of a learning administration system Orientations Orient ations,, on-the-job on-the-job training, training, off-the-job off-the-job training, training, online training, vestibule vestibule training, and job simulation, are all common training methods BAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLE NGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGES BAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.I TS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGES   14 Most staff training and development initiatives are driven by an organization's HRD department, which is also known as Human Resource Development (HRD) There are types of programs involved in these efforts: - Em Empl ploye oyeee Train Training ing and Develo Developm pment: ent: Intern Internal al educa educati tiona onall in initi itiati atives ves th that at  promote employee growth and retention are a strategic strategy for increasing  business outcomes - Management Training and Development: Employees are trained into managers, and managers into effective leaders, through the continuous development of certain knowledge, skills, and abilities CHAPTER THE IMPORTANCE OF HUMAN RESOURCE MANAGEMENT AND CURRENT ISSUES IN MANAGING HUMAN RESOURCE 3.1 The importance of human resource management - Strategy management: This is a crucial part of human resource management and a critical aspect of every organization HR managers oversee strategies to guarantee that the company meets its objectives, as well as contribute significantly to the corpor cor porate ate decis decision ion-ma -maki king ng proces process, s, whic whichh in inclu clude dess emplo employee yee evalu evaluati ation onss and  projectionss based on business needs  projection - Benefits analysis: HR managers strive to cut costs wherever possible, such as in recruitment and retention HR professionals are well-versed in employee perks that are likely to attract excellent candidates and retain existing employees, as well as how to conduct effective conversations with potential and current employees - Training and development: HR managers play an important role in strengthening employer-employee relationships since they contribute significantly to training and develo dev elopm pment ent progr programs ams This This allow allowss emplo employee yeess to grow grow withi withinn the compan company, y, increasing employee satisfaction and productivity -  Intera Interacti ctivit vityy withi withinn emp employ loyees ees:: HR manage managers rs are in charg chargee of organi organizin zingg activities, events, and celebrations in the workplace, which provides possibilities for  team building It also promotes employee connection and builds a sense of trust and respect among coworkers BAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLE NGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGES BAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.I TS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGES   15 - Conflict management: HR is the department to contact if there is a professional issue amongst employees They ensure that problems and disagreements are properly resolved by observing the situation objectively and encouraging effective discourse to reach a conclusion They also help employees understand the many strategies for  forming healthy professional connections, as well as the importance of not allowing  personal judgment judgment to to affect their their performance performance - Establishing a healthy work culture: A positive work environment is essential for   bringing forth the best in people HR managers have a key role in creating a healthy and welcoming workplace, which leads to higher employee productivity - Compliance: HR experts endeavor to ensure that the company complies with employment rules while also keeping track of the recruiting process and application log 3.2 Some issues in human resource management 3.2.1 The challenges   Some challenges that a human resource manager faces in the current time are: - Maintain the discipline - In growth sectors, there are shortages of trained people - Large numbers of skilled and unskilled workers from declining industries such as steel and automobile, who are unemployed or underemployed and need retraining Workers who have more skills or knowledge than their current occupations need, or  those who work part-time but want to work full-time, are considered underemployed - There is an increasing number of new workers that are undereducated and unprepared for positions in today's corporate environment - Due to the retirement of the aging baby boomers, there is a labor shortage in skilled trades - A rising number of baby boomers who are delaying retirement due to the recession (preventing younger workers from being promoted) or moving to lowerlevel positions (raising the availability of workers for such occupations) - Increased demand for job sharing, maternity leave, and specific professional growth initiatives for women due to an increase in both single-parent and two-income households BAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLE NGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGES BAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.I TS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGES   16 - Growing worries about health care, elder care, childcare, drug testing, workplace violence, and opportunities for individuals with disabilities - Overseas labor pools pose a threat because their members earn lower salaries and are subject to fewer laws and regulations than domestic labor pools As a result, a large number of jobs are being outsourced to other nations - Increased employee turnover and the cost of replacing lost personnel due to a lower sense of employee loyalty 3.2.2 Some solutions - Discipline management is one of the most difficult difficulties that HRM can face If a commercial firm's or organization's discipline is not maintained, it impacts nott only no only the co compa mpany' ny'ss perfor performan mance ce effici efficienc encyy and produc producti tivit vityy but also also the employees' willingness to take tasks seriously and their tendency to misbehave with coworkers,, which can lead to employee relations issues To address such difficulties, coworkers HR managers should form a brief inspection team to assess the behavior of every  person in the firm - One of the most important factors that a business should consider is health and safety Employees' mental health suffers as a result of increased workload HR  experts should minimize and control the workload and work health and safety rules should be a priority for the company's employees' safety - Retaining an employee in an organization is a big challenge for HRM because if  it is not regulated, it leads to increased employee turnover, which causes problems in the the compan company' y'ss perfor performan mance ce Part-t Part-tim imee emplo employe yees es and intern internss are examp example less of  employees who are less tied to their employers Making them feel like they're a part of the company will encourage them to stay with it and develop the interest in the  best employee employee turnover turnover solutions solutions BAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLE NGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGES BAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.I TS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGES   17 CONCLUSION To sum up, it’s worth noting that employees are the lifeblood of any business, which is why the Human Resource Department's function is critical to the company's succ succes ess s It is conc concer erne nedd wi with th pe pers rson onne nell mana manage geme ment nt in insi side de a corp corpor orat atio ionn or  organization This department has numerous tasks, all of which should ensure that all organizational operations run smoothly and efficiently The HR department's key responsibilities responsib ilities include hiring personnel and maintaining them in position positionss where they  perform as expected expected Above are some analysis contents about HRM - human resources management Thro Th roug ughh the the es essa say, y, it is poss possib ible le to se seee th thee real real impo import rtan ance ce of addr addres essi sing ng th thee chall cha lleng enges es tha thatt th thee in indu dustr stryy pre presen sents ts Cou Couple pledd with with huge huge in indus dustry try benefi benefits ts th thee challenge is never ending The above article has summarised several aspects of human resource management BAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLE NGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGES BAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.I TS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGES   18 REFERENCES 5.1 The The Se Selec lectio tionn Proce Process ss University Of Minnesota Libraries Publishing  Edition, 2016 (2016) (2016). This  This Edition Adapted From A Work Originally  Produced In 2011 By By A Publisher Publisher Who H Has as Reque Requested sted That It Not Receive  Attribution  Attribut ion Retrieved from https://open.lib.umn.edu/humanresourcemanagement/chapter/5-1-theselection-process/ Hạnh Hạnh,, T T Đ Đ (2 (201 016) 6) Giải pháp hồn thiện cơng tác quản trị nguồn nhân lực KBNN Sóc Trăng  Trường Đại học Trà Vinh Retrieved from http://tvugate.tvu.edu.vn/bitstream/TVU_123456789/317/1/Trinh%20Dinh %20Hanh.pdf  HRM | Top Top Challenges Challenges and Solutions Solutions (20 (2020) 20) Retrieved Retrieved 14 January 2022, from https://resourceinn.com/hrms-challenges-and-solutions/ Funk, C., Tyson, A Intent to Get a COVID COVID-19 -19 Vacci Vaccine ne Rises to 60% as Confidene in Research and Developmeny Process Increases (2020) Retrieved from https://www.pewresearch.org/science/2020/12/03/intent-toget-a-covid-19-vaccine-rises-to-60-as-confidence-in-research-anddevelopment-process-increases/   Ibm Employee Training - 01/2022 (2022) Retrieved 14 January 2022, from https://www.coursef.com/ibm-employee-training W., McHugh, J., & McHugh, McHugh, S Understanding business (11th business (11th ed.,  Nickels, W.,  pp 298,300,301,3 298,300,301,302,303) 02,303) Phương Phương,, N N L L H H (n (n.d .d.) ) Quản Trị Nguồn Nhân Lực gì? Vai trị, Chức  Năng Của Quản Quản Trị Nguồn Nguồn Nhân Lực Lực Tri Thuc Cong Dong Retrieved January 11, 2022, from https://trithuccongdong.net/nhan-luc-nhan-su/khainiem-vai-tro-va-chuc-nang-cua-quan-tri-nguon-nhan-luc.html Rao, M Steps Steps involved involved in recrui recruitmen tmentt of Human Resourc Resources es (2021) (2021) Retrieved 14 January 2022, from https://madhulrao.com/what-is-recruitment/ Sayani, D Staf Staffing fing Proc Process: ess: Meaning, Meaning, Steps, P Process, rocess, Staffing Function, Recruitment (2019) Retrieved 14 January 2022, from https://www.accountingnotes.net/human-resource-management/staffing process/staffing-proc  process/s taffing-process/17524 ess/17524// BAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLE NGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGES BAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.I TS.CHALLENGESBAO.cao.CUOI.KHOA.HUMAN.RESOURCE.MANAGEMENT.ITS.CHALLENGES