phân tích những điểm còn thiếu sót trong hệ thống hr của thảo

The application does not meet the recruitment requirements, the conversion rate of candidates when coming to the interview is still low...sssececseeees 4 1.3.. The number of employees en

ĐẠI HỌC UEH TRƯỜNG KINH DOANH

KHOA KINH DOANH QUOC TE - MARKETING

UEH

UNIVERSITY

TIỂU LUẬN HUMAN RESOURCE MANAGEMENT

Giảng viên : Phan Quốc Tấn Họ tên : Phạm Văn Tùng

Lớp : ADC06 MSSV : 31211025184

TP Hồ Chí Minh, ngày 2 tháng 4 năm 2023

Table of contents

1.- What is the problem that the company is facing? Identify human resource managemenf pracfices that affect the company's sifuafion 4 1.1 The time it takes to receive the application documents is quite long 4 1.2 The application does not meet the recruitment requirements, the conversion rate of candidates when coming to the interview is still low sssececseeees 4 1.3 Some specific positions can't find candidates in the labor market 4 1.4 Training and development problem se + ss «5 « ss «2+ + s«s+ 5 1.5 The number of employees engaged with the organization is not high 6 2.- Presenting the theoretical basis of relevant human resource management v14 80 00/10 18 ee6e 6 2.1 HR Planning and Recuitmen( - -.c s25 c0 530<6536<65 536 x45 6 Pin nh 9 2.3 Training and DevelopIng ‹ o co c sĩc 2n ng 9H non HS BH KH 1 1 0086 11 2.4 Total rewardỳ manàem€nÍ( « «co «s5 2 90 1 129 1 1 10 1 63 5E 15 3.- As a consultant on human resource management for the company, from the problem and human resource management practices identified in question 2, evaluate the human resource situation as well as the human resource management practices of the company, thereby proposing solutions

3.1 Solution of the time it takes to receive the application documents is quite

3.2, Solution of the application does not meet the recruitment requirements, the conversion rate of candidates when coming to the interview is still low 21 3.3 Solution of Some specific positions can't find candidates in the labor market 3.4 Solution of training problem «.« «ec «n5 2022060162513 015 9 22 3.5 Solution of the number of employees engaged with the organization is not high

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1- What is the problem that the company computer management practices that affect the |

1.1 The time it takes to receive the applicati W Save toa Studylist

There is a substantial amount of labor invo ° °

identifying the skills and credentials needed for the position, writing a precise job description, advertising to the right applicants, and reviewing resumes This all occurs before the interview even starts Also, if you didn't receive a strong pool of competent candidates, you'll need to start the application process over

1.2 The application does not meet the recruitment requirements, the conversion rate of candidates when coming to the interview is still low

In Thaco, as we can see, the number of applications annually surpassed the company's human resource requirements by 3 years 2019, 2020, 2021 with the Rate of application/ recruitment need were 160%, 150% and 130 %, respectively

However, the number of candidates coming to the interview is only approximately 50% compared to the number of applications

To achieve a wide reach, businesses have invested a significant amount in recruitment and advertising fees on channels such as Vietnamworks, Careerbuilder, Facebook, Linked, The problem that Thaco 1s facing is that it does not focus on

the appropriate resources that Thaco requires with the consequence was the

increase in recruitment costs through years 1.3 Some specific positions can't find candidates in the labor market

For some industries in the market the human resources are relatively limited so the difficulty of finding candidates for some specific position is not only THACO's own difficulty

Table 3.17 Compare THACO's average salary frame with the average salary in the

market (unit: USD)

Salary frame A \

Hosier e (years) Highest Lowes MEU) in the market

In the table 3.27 , it can be seen that the company opens a lot of training programs in 2020 but the number of applicants participated is only approximately 10% and with programs to link with other websites the number is not high and the completion rate 1s

only 50%

This had a negative impact on the company's ability to innovate and develop new products The human resource management practices in the company were not focused on providing employees with the necessary training and development opportunities to enhance their skills and knowledge This has led to a situation where the company's products are no longer competitive in the market

1.5 The number of employees engaged with the organization is not high In Table 2 it is easy to see that the recruitment rate of THACO in 2021 is almost double that of 2020 and 2019 THACO's number of additional vacancies includes new and replacement With the average recruitment rate in the industry as well as the annual recruitment rate of THACO, this rate in 2021 is quite high

With the above rate, we can notice that the quit rate of Thaco is quite high Many of the company's problems arise with attracting and retaining talent

In addition, with table 3.20 (statistics on the number of students participating in the MTP training program between 2019 and 2021), indicated that the number of candidates retained after the traming program is only 15-20% low per year

2- Presenting the theoretical basis of relevant human resource management practices in the case

2.1 HR Planning and Recuitment The Process of Human Resource Planning The process consists of three stages: forecasting, goal setting and strategic planning, and program implementation and evaluation to ensure that enterprises have enough human resources with the right qualities and skills to achieve organizational goals

“| labor demand labor supply “]

Forecasts of labor surplus > or shortage <

Goal Setting and Strategic Planning To draw attention to the issue and establish a benchmark for gauging the organization's progress in handling labor surpluses and shortages, precise numerical targets are set

Objectives should be derived directly from supply and demand research The business must select one or more HR strategies for each aim Employers ought to keep and recruit people with a core talent (what makes it better than competitors)

Implement and Evaluate HR Plan Organizations must hold employees accountable for attaining objectives while executing the HR strategy Moreover, they must possess the power and assets necessary to achieve those objectives

Reports on progress should be released often Actual data should be examined in the evaluation of results in order to determine which steps in the planning process were responsible for success or failure

Recruiting Human Resources

Role of HR recruitment is to build a supply of potential new hires that the organization can draw on if need arises

Recruiting consists of any practice or activity carried on by the organization with the primary purpose of identifying and attracting potential employees

Personnel Policies An organization’s personnel policies are its decisions about how it will carry out human resource management, including how it will fill job vacancies These policies influence the nature of the positions that are vacant

Several personnel policies are especially relevant to recruitment:Internal versus external recruiting, Lead-the-market pay strategies, Employment-at-will policies I mage advertising

Recruitment Sources - Internal Sources : job posting - External Sources: Direct applicants, Referrals Advertisements in newspapers and magazines, Electronic recruiting, Public employment agencies Private employment agencies, Colleges and universities

Recruiter Traits and Behaviors

- Characteristics of Recruiter - Behavior of Recruiter - Enhancing Recruiter’s Impact 2.2 Selection

Selection Process Organizations decide who will or won't be permitted to join through the personnel selection process Candidates found through recruiting are the first to be considered for selection, and an effort is made to whittle down the pool of candidates to those most suited to fill open positions The procedure concludes with the chosen candidates being hired by the company at the end

Sreeening Testing and Interveiwing Na nề 1 Make a applications reviewing = candidate mà ‹- erences an = selection and résumé work samples background

Steps in the Selection Process - Srceening applications and résumé : First, a human resource professional reviews the applications received to see which meet the basic requirements of the job

Application : employment applications include areas for applicants to provide several types of information : Contact information, Work experience, Educational background, Applicant’s signature,

Résumé : The usual way that applicants introduce themselves to a potential employer is to submit a résumé An obvious drawback of this information source is that applicants control the content of the information, as well as the way it is presented

- Testing and reviewing work samples : The following stage is to use one or more employment tests to collect objective data These exams can be divided into two categories:

Aptitude tests assess how well a person can learn or acquire skills and abilities In the realm of employment testing

Achievement tests assess a person's current level of knowledge and proficiency - Interview : In these interviews, representatives of the company and job candidates are brought together to gather data and assess the candidates’ credentials;The “Did You Know?” box shows some of the ways job applicants create unfavorable impressions with interviewers

The majority of businesses use interviews into their hiring procedures In actuality, this approach is the most popular

Several types of interview :, Non-directive interview, Structured interview, Unstructured interview, situational interview, behavior description interview (BDI)

- Checking references and background : After reviewing applications, scoring tests, conducting interviews, and checking references

- Make a selection : Most companies are able to fill available positions with more than one eligible applicant The choice of the best candidate is often made after rating candidates according to objective criteria and making subjective assessments on which individual would contribute most

Some businesses merely replicate a tried-and-true selection procedure If organization members had employment interviews, they conduct job interviews and pose well-known questions Nevertheless, what firms want to do is design a hiring procedure that complements their job descriptions

2.3 Training and Developing

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Training Employees Training consists of an organization’s planned efforts to help employees acquire job- related knowledge, skills, abilities, and behaviors, with the goal of applying these on the job A training program may range from formal classes to one-on-one mentoring, and it may take place on the job or at remote locations

2.3.1 Training Linked to Organizational Needs 1 Training is now more crucial than ever because of the nature of the contemporary corporate environment

2.Rapid change necessitates that employees constantly pick up new skills, particularly in the field of technology

3 The new psychological contract has raised expectations that workers would make professional development investments for themselves

4, An effective training program teaches the material it is intended to teach and also instills the skills and attitudes that will aid the organization in achieving its objectives 5 There is an increasing need for team problem-solving skills due to the growing importance of teamwork, which frequently calls for formal training

6 The diversity of the population, coupled with the globalization of business, requires that employees be able to work well with people who are different from them Successful organizations take the lead in developing this ability

Needs Assessment The process of determining what sort of training, if any, is required by examining the business, each person, and their duties According to this description, the requirements assessment provides answers to queries in three main categories

1 Organization —What is the context in which training will occur?

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2 Person —Who needs training? 3 Task —What subjects should the training cover? The answers to these questions

provide the basis for planning an effective training program The outcome of the needs assessment is a set of decisions about how to address the issues that prompted the needs assessment These decisions do not necessarily include a training program, because some issues should be resolved through other methods than training

Organization Analysis This is a process for determining the appropriateness of training by evaluating the characteristics of the organization The organization analysis looks at training needs in light of the organization’s strategy, resources available for training, and management’s support for training activities

Person Analysis Process for determining individuals’ needs and readiness for traming It involves answering several questions:

* Do performance deficiencies result from a lack of knowledge, skill, or ability? (If so, training is appropriate; if not, other solutions are more relevant.)

¢ Who needs training? ¢ Are these employees ready for training? The answers to these questions help the manager identify whether traming is appropriate and which employees need training

Task Analysis Process of identifying and analyzing tasks to be trained To carry out task analysis: * Job’s equipment and environment

« Time constraints

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