Recruitment and Selection activities at Agribank Vietnam – Soc Son branch

0 CONTENT INTRODUCTION CHAPTER LITERATURE REVIEW 1.1 DEFINITION OF RECRUITMENT AND SELECTION 1.2 THE ROLE OF RECRUITING AND SELECTING EMPLOYEES 1.3 PLANNING FOR AND RECRUITING HUMAN RESOURCES 1.3.1 Personnel policies 1.3.2 Recruitment sources 1.3.3 Recruiter traits and behaviors 1.4 SELECTING EMPLOYEES AND PLACING THEM IN JOBS .7 1.4.1 Selection process 1.4.2 Job applications and résumés 1.4.3 Employment tests and work samples 1.4.4 Interviews 10 1.4.5 Selection decisions 11 CHAPTER2 RECRUITION AND SELECTION ACTIVITIES AT VIETNAM BANK FOR AGRICULTURE RURAL DEVELOPMENT (AGRIBANK VIETNAM) – SOC SON BRANCH 12 2.1 GENERALS OF AGRIBANK VIETNAM 12 2.1.1 Agribank Vietnam 12 2.1.2 Soc Son branch 13 2.2 RECRUITING AND SELECTING EMPLOYEES AT AGRIBANK SOC SON .14 2.2.1 Organisation chart 14 2.2.2 Job description 19 2.2.3 Recruitment policies 20 2.2.4 Recruitment process 21 2.2.5 Selection methods 23 2.2.6 Labor contract 24 2.3 EVALUATION OF RECRUITMENT AND SELECTION ACTITIVITIES AT AGRIBANK SOC SON 24 2.3.1 Strengths 24 2.3.2 Weakneeses 25 CHAPTER RECOMMENDATIONS TO IMPROVE RECRUITMENT AND SELECTION ACTIVITIES AT AGRIBANK SOC SON 26 3.1 DEVELOPMENT PLAN OF AGRIBANK SOC SON 26 3.1.1 Business plan 26 3.1.2 Human resource management plan 27 3.2 RECOMMENDATIONS PROPOSED TO AGRIBANK SOC SON 28 3.2.1 Pushing up computing training program for officers and employees .28 3.2.2 Concretizing job description 28 3.2.3 Diversifying recruitment sources .29 3.2.4 Diversifying ways of advertising recruitment information 30 3.2.5 Improving selection methods 30 3.2.6 Innovating selection criteria 32 3.2.7 Evaluating recruitment results 32 CONCLUSION .34 REFERENCES .35 LIST OF FIGURES AND TABLES FIGURE 1.1 HUMAN RESOURCE MANAGEMENT PRACTICES FIGURE 1.2 HUMAN RESOURCE PLANNING .5 FIGURE 1.3 THREE ASPECTS OF RECRUITING FIGURE 1.4 SELECTION PROCESS 10 FIGURE 2.1 ORGANISATION STRUCTURE 17 FIGURE 2.2 JOB ANALYSIS .21 TABLE 2.1 REPORT IN JUNE, 2014 16 TABLE 2.2 REPORT OF THE NUMBER AND QUALITY OF STAFF IN FIRST SIX MONTHS OF 2014 – SOC SON BRANCH 19 Table 2.3 Recruitment criteria .22 INTRODUCTION Human resource always plays an important role in operating any organization An organization can only function effectively when its employees perform well their job, constantly develop their ability to work and try their best for the overall development of the company To have a high quality workforce, the organization must ensure the implementation of good human resource management, strategy including from reasonable recruitment, work assignment, performance evaluation and remuneration policies One of the most important functions of human resource management is recruitment and selection activities which decide the quality of the staff and the company’s business performance Through recruitment, managers can find out the right candidates for the right position To improve the efficiency of business operation, the company need establishing and implementing appropriate recruitment and selection policies In fact, many enterprises have not been fully aware of the important role of human resource as well as recruitment and selection activities which lead to lack of effectiveness and efficiency in human resource management Therefore, during my internship, I decided to choose the topic: “Recruitment and Selection activities at Agribank Vietnam – Soc Son branch” for this report The report will be divided into three parts: CHAPTER LITERATURE REVIEW CHAPTER RECRUITMENT AND SELECTION ACTIVITIES AT AGRIBANK VIETNAM – SOC SON BRANCH CHAPTER RECOMMENDATIONS TO IMPROVE RECRUITMENT AND SELECTION ACTIVITIES AT AGRIBANK SOC SON CHAPTER LITERATURE REVIEW 1.1 Definition of recruitment and selection Human resources is the set of individuals who make up the workforce of an organization, business sector, or economy "Human capital” is sometimes used synonymously with human resources, although human capital typically refers to a more narrow view (Source: Fundamentals of human resource management / Raymond A Noe [et al.].—4th ed.) The challenges faced by Domino’s are important dimensions of human resource management (HRM), the policies, practices, and systems that influence employees’ behavior, attitudes, and performance Figure 1.1 emphasizes that there are several important HRM practices that should support the organization’s business strategy: analyzing work and designing jobs, determining how many employees with specific knowledge and skills are needed (human resource planning), attracting potential employees (recruiting), choosing employees (selection), teaching employees how to perform their jobs and preparing them for the future (training and development), evaluating their performance (performance management), rewarding employees (compensation), and creating a positive work environment (employee relations) Figure 1.1 Human resource management practices Source: Fundamentals of human resource management / Raymond A. Noe . . . [et al.].— 4th ed, p. 39 One of the most important steps in HRM is recruiting and selecting employees Recruiting consists of any practice or activity carried on by the organization with the primary purpose of identifying and attracting potential employees And through personnel selection, organizations make decisions about who will or will not be allowed to join the organization 1.2 The role of recruiting and selecting employees The role of human resource recruitment is to build a supply of potential new hires that the organization can draw on if the need arises In human resource management, After that, Selection begins with the candidates identified through recruitment and attempts to reduce their number to the individuals best qualified to perform the available jobs At the end of the process, the selected individuals are placed in jobs with the organization 1.3 Planning for and recruiting human resources Figure 1.2 Human resource planning Source: Fundamentals of human resource management / Raymond A. Noe . . . [et al.].— 4th ed, p.162 The first step in human resource planning is forecasting The primary goal isto predict which areas of the organization will experience labor shortages or surpluses The second step in human resource planning is goal setting and strategic planning The purpose of setting specific numerical goals is to focus attention on the problem and provide a basis for measuring the organization’s success in addressing labor shortages and surpluses The goals should come directly from the analysis of labor supply and demand For whatever HR strategies are selected, the final stage of human resource planning involves implementing the strategies and evaluating the outcomes When implementing the HR strategy, the organization must hold some individual accountable for achieving the goals That person also must have the authority and resources needed to accomplish those goals It is also important that this person issue regular progress reports, so the organization can be sure that all activities occur on schedule and that the early results are as expected 1.3.1 Personnel policies Figure 1.3 Three aspects of recruiting Source: Fundamentals of human resource management / Raymond A. Noe . . . [et al.].— 4th ed, p. 174 A company’s personnel policies are its decisions about how it will carry out human resource management, including how it will fill job vacancies Several personnel policies are espe- cially relevant to recruitment: • Internal versus external recruiting—Organizations with policies to “promote from within” try to fill upper-level vacancies by recruiting candidates internally • Lead-the-market pay strategies—Pay is an important job characteristic for almost all applicants • Employment-at-will policies—Within the laws of the state where they are operating, employers have latitude to set polices about their rights in an employment relation- ship • Image advertising—Besides advertising specific job openings, organizations may advertise themselves as a good place to work in general Advertising designed to create a generally favorable impression of the organization is called image advertising 1.3.2 Recruitment sources Internal Sources As we discussed with regard to personnel policies, an organization may emphasize internal or external sources of job applicants Internal sources are employees who currently hold other positions in the organization Organizations recruit existing employees through job posting, or communicating information about the vacancy on company bulletin boards, in employee publications, on corporate intranets, and anywhere else the organization communicates with employees External Sources Despite the advantages of internal recruitment, organizations often have good reasons to recruit externally.37 For entry-level positions and perhaps for specialized upper-level positions, the organization has no internal recruits from which to draw Also, bringing in outsiders may expose the organization to new ideas or new ways of doing business An organization that uses only internal recruitment can wind up with a workforce whose members all think alike and therefore may be poorly suited to innovation  Direct Applicants and Referrals Even without a formal effort to reach job applicants, an organization may hear from candidates through direct applicants and referrals Direct applicants are people who apply for a vacancy without prompting from the organization Referrals are people who apply because someone in the organization prompted them to so  Advertisements in Newspapers and Magazines Open almost any newspaper or magazine and you can find advertisements of job openings These ads typically generate a less desirable group of applicants than direct applications or referrals, and so at greater expense However, few employers can fill all their vacancies purely through direct applications and referrals, so they usually need to advertise An employer can take many steps to increase the effectiveness of recruitment through advertising  Electronic Recruiting In recent years, employers have shifted using their spending on job advertisements away from print ads to online job advertising or a combination of the two A recent survey by the Conference Board found that the number of online job ads rose by 24 percent over the previous year Online recruiting generally involves posting career information at company Web sites to address people who are interested in the particular company and posting paid advertisements at career services to attract people who are searching for jobs Company’s are also visiting network sites such as Linked In and Facebook to find job candidates  Public Employment Agencies Employers can register their job vacancies with their local state employment office, and the agency will try to find someone suitable, using its computerized inventory of local unemployed individuals The agency refers candidates to the employer at no charge The organization can interview or test them to see if they are suitable for its vacancies Besides offering access to job candidates at low cost, public employment agencies can be a useful resource for meeting certain diversity objectives  Private Employment Agencies In contrast to public employment agencies, which primarily serve the blue-collar labor market, private employment agencies provide much the same service for the white- collar labor market Workers interested in finding a job can sign up with a private employment agency whether or not they are currently unemployed  Colleges and Universities Most colleges and universities have placement services that seek to help their graduates obtain employment On-campus interviewing is the most important source of recruits for entry- level professional and managerial vacancies 1.3.3 Recruiter traits and behaviors Characteristics of the Recruiter Most organizations must choose whether their recruiters are specialists in human resources or are experts at particular jobs (that is, those who currently hold the same kinds of jobs or supervise people who hold the jobs) In general, applicants respond positively to recruiters whom they perceive as warm and informative “Warm” means the recruiter seems to care about the applicant and to be enthusiastic about the applicant’s potential to contribute to the organization “Informative” means the recruiter provides the kind of information the applicant is seeking Behavior of the Recruiter Recruiters affect results not only by providing plenty of information, but by providing the right kind of information Perhaps the most-researched aspect of recruiting is the level of realism in the recruiter’s message Because the recruiter’s job is to attract candidates, recruiters may feel pressure to exaggerate the positive qualities of the vacancy and to downplay its negative qualities Applicants are highly sensitive to negative information The highest-quality applicants may be less willing to pursue jobs when this type of information comes out 1.4 Selecting employees and placing them in jobs 1.4.1 Selection process The process of selecting employees varies considerably from organization to organization and from job to job At most organizations, however, selection includes the steps illustrated in Figure 1.3 First, a human resource professional reviews the applications received to see which meet the basic requirements of the job For candidates who meet the basic requirements, the organization administers tests and reviews work samples to rate the candidates’ abilities Those with the best abilities are invited to the organi- zation for one or more interviews Often, supervisors and team members are involved in this stage of the process By this point, the decision 20 Officers managers & + Good management skill + College diploma or higher + Good at initiating ideas, + Foreign language: C level strategy planning or higher + Good leadership skill + At least years working in +Good human skill finance and banking + Have wide knowledge in + At least years working in economic, politics and society department of promoted Employees + Good teamwork skill + Good at comprehending job requirements + Basic comuting skill Specialists + Good at analysing position + High politic level + Intermediate level in applied position + Understand State bank laws and + Have wide knowledge in collecting data State bank laws and Credit + Good communication skill area + Actively initiate ideas, give + College diploma or higher solutions in applied department + Have good training skill + Finished management + Good at writing documents course + Foreign language: level C or higher + Have scientific research recognized by Agribank Vietnam Source: Human resource department – Agribank Soc Son 2.2.4 Recruitment process 2.2.4.1 Building recruitment plan  On annual first quarter, when building business plan, each branch including Soc Son branch draw recruitment plan, based on: + Labor demand to meet business operation + Actual situation of labor and labor fluctuation (if any) 21 + Effectiveness, efficiency of labor + Compensation policies  Content of recruitment plan: + The number of employees needed including assessment and direct admission (show clearly for each) + The office or vacancies needed or specific labor + The qualifications needed for position  Recruitment plan must be submitted to Agribank Vietnam accompanied by business plan 2.2.4.2 Approving recruitment plan After collecting recruitment plans of each branch, labor and wage department submit to General manager to get the approval of recruitment plan After the appoval of Board of Director, the General manager publicly announce to each branch 2.2.4.3 Implementing recruitment plan  Recruitment announcement: At least days before collecting application forms, branch must publicly announce via mass media such as newspapers, radios or television, also post on the notification board of office  Content of recruitment: + The number of employees needed + The vacancies and specific description + Job requirement, required qualifications and traning certificates + Time of labor contract after recruitment + Wage and other compensation policies + Basic working conditions including place, starting point, the number of working hours, break time, safety and hygiene needs + Other needs of employees + Needed documents included in application form + Time of colleting application forms, time of examination and assessment  Registration dossiers for recruitment: + Application form (Sample in annex) + copy of labor records or curriculum vitae 22 + Copies of diplomas, certificates for applied position + copy of medical certificate recognized by The Ministry of Health service + Other documents based on job characteristics Dossiers must be packed carefully with envelops named recipient clearly 2.2.5 Selection methods 2.2.5.1 Competitive examination  Objects: The participants who are 18 years old and over and satisfy general recruitment criteria mentioned above  rounds + Paper tests: includes English test, Computing test, Professional skill test + Interview: participants pick up a number and have 10 minutes to prepare The maximum score is 10 and the final score is the average of two figures marked by two examiners  Exam board: + Responsible for organising and allocate proctors for test rooms + Organise and arrange the guardian around test areas + Perform test regulations strictly + Carry out test procedure  Examiner Committee: + Collect tests of participants + Mark exam papers + Make decision on standard mark 2.2.5.2 Assessment  Objects: Officers working for Agribank at least 15 years or attain honourable awards recognised by Agribank Vietnam or State of Vietnam One child of these officers are given recruitment priority All objects in assessment must be recognised by General manager in written paper 2.2.5.3 Direct admission  Objects: + Excellent university degree, good morality 23 + Student abroad with excellent post-university degree and professional qualifications + Objects in Social policy (The minority…) Direct admission shall be regulated by Board of Directors 2.2.6 Labor contract  Job offer: The next step in selection process is job offer to those applicants who have crossed all the previous hurdles It is made by way of letter of appointment  After trial period, final decision is made by the branch and the labor contract is completed 2.3 Evaluation of recruitment and selection actitivities at Agribank Soc Son 2.3.1 Strengths The information showed above indicates that recruiting and selecting activities at Agribank Soc Son has some strengths following: + Build up recruitment plan clearly which fit with business plan and development orientation of Agribank Vietnam + Draw a clear criteria system for recruitment and selection which describe required skills and qualifications for applied postions + Take advantage of Internet to spread out the recruitment information to candidates effectively + Clear selection methods + The number and the quality of employees almost satisfy the labor demand of branch and fit with the actual situation of Agribank Vietnam + Recruitment coucil and examiner committee are regulated clearly with their obligations and authority + Recruiting and selecting activities are publicly announced and comply with Labor law and regulations of Ministry of Labour 2.3.2 Weakneeses Besides some strong points, Agribank Soc Son needs to improve some weakneeses: 24 + Lack of job description for each position, each role in each department which leads to shortcoming in evaluating job performance + Limited advertisement forms for recruitment + Lack of innovation in selection methods + Recruitment sources are not mentioned clearly + Lack of recruitment policies to attract the talented 25 CHAPTER RECOMMENDATIONS TO IMPROVE RECRUITMENT AND SELECTION ACTIVITIES AT AGRIBANK SOC SON 3.1 Development plan of Agribank Soc Son 3.1.1 Business plan Agribank, the largest State-owned commercial bank, will carry out its restructuring plan over the next three to four years, said bank chairman Nguyen Ngoc Bao This plan will be instructed to branches icluding Soc Son branch The plan was submitted to the Government before the Tet (lunar new year) holiday and was expected to be approved this month, Bao told the online newspaper VnEconomy The plan would call for the branch to implement a sustainable restructuring process, addressing its organisation, network system and technology, as well as products and services If Agribank Soc Son achieves a reasonable credit growth of around 10 per cent, it would be able to lower its bad debts to per cent during 2015-20 Increased financial transparency would also help Agribank Soc Son manage its risks and increase its financial capacity Agribank Soc Son have annouced some targets: + Total capital: 3.647.854,36 (million VND) (increase 18% compared with 2014) + Outstanding loans: 1.496.972,5 (million VND) (increase 25% compared with 2014) + Outstanding bad debt: less than 3% out of total outstanding loans + The ratio of loans for rural development: 80% out of total oustanding loans To achieve these targets, Agribank Soc Son plans to focus on some key tasks: Diversify deposit products combined with flexible and appropriate interest rate policy; allocate capital mobilization targets associated with remuneration policies to maintain capital stability and growth; regularly check the behavior of teller, improve communication skills to save time for customers, build a reasonable policy to improve customer service for regular customers and potential customers 26 For credit activities, along with giving solutions to solve difficulties for local enterprises, Agribank Soc Son gives priority for credit growth in the agricultural sector, rural development, manufacturing enterprises; while enhancing the quality of credit control, regularly inspect loans to ensure that funds are used for the legitimate purposes and effective uses In addition, the branch also focuses on the development of utility products and services, perform cross-sell products and services, give incentive allowances and discounts for regular customers; broadcast brand name by local media such as newspapers, television, radio to promote products and services, sponsor for social security programs, offer passbook for the poor, raise fund for education development and health service Moreover, the branch also pay strong attention to the effectiveness of Marketing activities to find out the appropriate forms of communication to promote sales of services and products along with social welfare activities in ordre to expand brand name of Agribank 3.1.2 Human resource management plan Conference of Executive Committee of Agribank stated 10 key tasks in the next period Among them, there are three important urgent tasks: Implementing planned contest "Agribank Talented Officer 2014" in each branch since August to 10/2014; Together with implementation of Social Security; motivate solidarity among employees to overcome challenges and accomplish target performance In near future, Agribank Soc Son tries to complete four key tasks assigned by Agribank Vietnam and motivate officers and employees to participate in training class so that they can improve their professional skills contributing to effectiveness of branch’s operation For the application of information technology in operation, the branch plan to implement various activities such electronic data storage; preparing for computerization project of managing work systems, training program, managing wage and labor Because of economic crisis, Agribank Soc Son along with Agribank Vietnam will continue downsizing to ensure the wage and compensation policies in favor of 27 employees and Agribank’s operation After overcoming economic crisis, the branch will recruit more staff based on the demand of each department Therefore, Agribank Soc Son will keep the number of employees at 107 until June, 2015 After that, Agribank Soc Son will recruit one position to fill in a vacancy because of retirement and try to increase the number of employees to 115 by the end of 2015 to meet the target capital per employee of branch Moreover, Agribank Soc Son also try to be independent of Agribank Vietnam in recruitment and selection activities to make decision itseft 3.2 Recommendations proposed to Agribank Soc Son According to the actual situation of recruitment and selection activities at Agribank Soc Son and the human resource plan in the next period, I have some recommendations proposed to Agribank Soc Son: 3.2.1 Pushing up computing training program for officers and employees Because of the fact that Agribank try to computerize the management systems, the first urgent task should be building training courses for officers and employees at Agribank There are many transactions which occur everyday and much of information which needs to be stored, so the electronic programs will help to facilitate the data storage activities It seems to be quite difficult for many people to change the habit of working with paper and old methods Therefore, the role of computerization shoul be propagated widely and deeply among employees so that they can realize the effectiveness and efficiency when applying computerization They need to be given instruction to use new methods and get familiar with new management system The branch can send them to Officer Training School or hire a computing expert to guide them to use new methods 3.2.2 Concretizing job description Agribank Vietnam in general and Soc Son branch in particular, is not really successful in job description In fact, many enterprises have to deal with this problem They just stop at describing job characteristics of each department and ignore the detail of each position The job description of each role requires professional analysis from experts, Agribank Vietnam has invited some experts of 28 this problem to describe specific tasks of each employee However, it seems not to come into reality till now It can not be denied that job description is a difficult task of every enterprise, but if we can have solution for this, the Bank will accomplish more successes The Bank including Soc Son branch should apply job description for each role in the organization like what the Chief accountant is responsible for and how these tasks are completed, what an employee of HR department is in charge of and how…Once this problem is solved, the job performance will be higher and it will be easier for managers to evaluate results of each employee 3.2.3 Diversifying recruitment sources  Recruiting staff from colleges and universities : In recent years, Agibank has not focused on this source of employer which tends to promise for a higher quality workforce Therefore, the company's officers should organize more workshops on job-seeking from this source The branch should coordinate with the University to select the best students participating in recruiting plan Cooperation could begin with the junior and the senior, who basicly have the professional skills and knowledge, enabling them to make use of this knowledge With coordinating, organizing seminars for students, or giving talented students priority, will help the company attract more talented people who can work for long-term, also reduce the recruitment expenses Therefore, using this source of human resource can be a wisdom idea  Employment agencies: Currently, these agencies specialize in providing outsourcing services to recruit senior management positions, positions which are difficult to find suitable person (headhunter services) With some advantages such as: Professional service, fast, convenience Enterprises can find the appropriate senior staff through this source to create fair employment opportunities to all candidates, a way to avoid unfair assessment and lack of objectivity  Recruiting from internal sources: When recruitment begins with internal source, the branch should have a clear policy to avoid unfair problems among employees The person who is not selected will be 29 given priority in the next cycle of recruitment so that he/she will feel comfortable to continue the job and try their best to be promoted next time This source is also a wisdom idea in case that the branch needs to fill in vacancies because of transferring officers or someone who leave the job unexpectedly 3.2.4 Diversifying ways of advertising recruitment information Currently, the method of posting recruitment information on the branch’s website and employment websites can attract more and more talented employees However, Soc Son branch has not built its own website, so the information cannor reach the cadidates directly Therefore, the branch needs to focus on this approach With ads on websites, employment information can quickly and easily reach candidates The recruitment information of the branch has always been designed as a general pattern which are not attractive enough to the candidates The branch needs pay more attention to the design, presenting recruitment information clearly, attractively to readers Overall, in the recruitment information on the recruitment website, the branch should focus more on the content of introduction to Agribank and the branch so that the company will promote its image to the employee The company should provide the incentive factors to attract candidates such as salary for that position, bonuses, advancement opportunities, training opportunities As a result, the candidates can make the decision correctly The company should also establish Facebook Fanpage to share information about hiring, recruiting employees as well as the branch’s policy to be able to interact with more candidates, increasing choice for talented employees 3.2.5 Improving selection methods  For multiple-choices tests: the branch needs to constantly change and update the test bank with various content which fit with the job requirements  Interview: Interview questions given to the candidates should be concise, easy to understand, create opportunities for candidates to present their opinions Interviewers should lead the candidates to the main point of the presentation  Besides the structured interview as common, the Bank should use various interview techniques, such as: 30 + Nondirective interview: The interviewer asks broad questions that allow the interviewee a lot of latitude in answering Nondirective interviewing can be used in job interviews, marketing research, news reporting Nondirective questions solicit broader responses Examples of such questions are: "What are your goals for the next five years?" and "How would you boost our sales in the first six months on the job?" The most common nondirective question is a simple "Tell me about yourself." + Situational interview: the interviewer should lead the candidates to some actual situations that may occur during the working process, or place the applicant in a conflict problematic situation where she or he has to make assessment and decisions to resolve it This interview technique not only check the speed of response to questions but also check the ability of candidates to deal with challenges Depending on the position and recruitment goals, Agribank Soc Son should use different ways to compare and make decisions accurately There are some methods to make comparison for different objectives: + The first way: just select the candidates who achieve success in their work, fulfill the requirements of the postions they applied for This method was used to recruit officers and top managers, promote middle-level managers or higher and transfer qualified staff between departments + The second way: make decision through a comprehensive system to select the candidates who meet the requirements about professional knowledge and skills test results and interviews; synthesise results in order from top to the required extent, the candidates who have results defined in this range will be selected This method used for recruitment and training when transferring staff; promotion of middle-level managers back down; transfer of employees + The third way: Analysing the results of group work related to ability of each candidate This method can be used for higher training Agribank Soc Son should pay more attention to the decision-making on selecting low-level managers to ensure the criteria for exiting job and potential capabilities for future promotion 31 3.2.6 Innovating selection criteria For the information given by Agribank Soc Son as well as Agribank Vietnam, we can realize that the criteria system for recruitment and selection of this Bank has remained unchanged for a long time There are some of them which seem not to be suitable any more Agribank Soc Son can be an initiator in changing some criteria For example, the criterion for foreign language is level B and higher based on each position This should be changed to fit with the current trend and improve the quality of staff and officers Level B or C may not satisfy the job requirement of each position The officers should have ability to use English for special purposes, such as English for major of Banking and Finance applied for Chief finance officer, English for translation applied for staff of writing room or TOEIC certificate for all staff as entrance criteria Level B or C of English sometimes does not cover all the skills needed for a specific position and the test bank may not be updated constantly That is why we need to diversify the requirements for foreign language Moreover, other criteria also need to be changed and updated to match with the higher requirements of economy in which each bank has to deal with more competitors to gain competitive advantages 3.2.7 Evaluating recruitment results The branch seems to ignore evaluating recruitment result while it reflects the quantity and quality of new staff which directly relate to the business performance Therefore, in next period, the branch should evaluate the recruitment and selection activities periodically, based on some index: + Total number of application forms for each recruitment season: This index measures the degree of effective communication, the interaction between recruiter and candidates, the number of records received may be due to the company's reputation or good communication, possibly due to attractive jobs + The percentage of candidates who meet the basic requirements in accordance with company standards = Total number of candidates satisfying requirements/ Total number of candidates participating in the recruitment 32 If this index is high that means the branch inspires the core values to candidates successfully If the ratio is too low, it means that the branch has problem in communicating with candidates about the criteria and job specifications + Index of effective recruitment advertising: Index of effective recruitment advertising = Total cost / total number of records + Recruitment time: the average amount of time from the point of approving the recruitment plan to the point when the branch fulfills recruitment and selection activities This indicator forces the HR department to speed up the recruitment and selection process to avoid delay in business plan of the Bank This method not only helps the branch to manage the quality but also the improvement of recruitment and selection activities of human resource department Once they can control these indexs, they can build the solutions to strengthen the operation of branch, find out the best choice to optimize the effectiveness of recruitment and selection activities, save time and money for the branch in particular and for the Bank in general 33 CONCLUSION Business activities are operated and controlled by human and that is the reason why human resource is a core value of every organization from the smallest to the largest ones However, it seem not to be simple to select an effective workforce to meet the requirements of a company Therefore, recuitment and selection activities are regarded as the starting point for success of human resource management Recruiting activities can include internal efforts, college hiring fairs, technical and vocational events, and traditional newspaper advertisements Based on current needs of human resource and forecasts for future, a recruitment manager needs to direct efforts toward the best option for recruiting the right candidates that requires identifying knowledge and qualities the company seeks and desires in an employee including the necessary skills and knowledge for the position itself, such as a specific degree or certification, and the desired personal qualities, such as a preference to hire employees with good moral and ethical standards The actual recruitment and selection activities at Agribank Soc Son have been reflected in this report so that we can undersatnd more about human resource management in a bank It is impossible to avoid all mistakes due to the lack of information, experience and analysis skills I would like to receive comments from my teachers and friends to help me complete this report Finally, I would like to thank Agribank Soc Son enabling me to my internship there and thank Mr Ho Tuan – Head of Human resource department who gives me materials and instructions to write this report I want to thank my supervisor, Ms Phuong Dung for her instructions 34 REFERENCES Raymond A Noe [et al.], 2004, Fundamentals of human resource management —4th ed Vietnam Bank for Agriculture and Rural Development, 2003, The system of institutions, part 12 Vietnam Bank for Agriculture and Rural Development, 2007, Decision No 188/ QĐ/HĐQT-LĐTL on regulations of recruitment and selection activities Vietnam Bank for Agriculture and Rural Development, 2007, Decision No.1377 / QĐ/HĐQT-TCCB on regulations in organisation and operation of each branch Vietnam Bank for Agriculture and Rural Development, 2012, Decision No.1015 /QĐ-HĐTV-TCCB on amendments of Decision No.1377 /QĐ/ HĐQT-TCCB http://agribank.com.vn/92/828/library/annual-report.aspx http://www.doko.vn/luan-van/hoat-dong-huy-dong-von-o-ngan-hang-no-ptntsoc-son-thuc-trang-va-giai-phap-328594 http://en.wikipedia.org/wiki/Vietnam_Bank_for_Agriculture_and_Rural_Devel opment ... at Agribank Vietnam – Soc Son branch for this report The report will be divided into three parts: CHAPTER LITERATURE REVIEW CHAPTER RECRUITMENT AND SELECTION ACTIVITIES AT AGRIBANK VIETNAM –. .. AGRIBANK VIETNAM – SOC SON BRANCH CHAPTER RECOMMENDATIONS TO IMPROVE RECRUITMENT AND SELECTION ACTIVITIES AT AGRIBANK SOC SON CHAPTER LITERATURE REVIEW 1.1 Definition of recruitment and selection Human... branch Moreover, Agribank Soc Son also try to be independent of Agribank Vietnam in recruitment and selection activities to make decision itseft 3.2 Recommendations proposed to Agribank Soc Son