Professional Documents
Culture Documents
CONTENT
INTRODUCTION................................................................................................................1
CHAPTER 1. LITERATURE REVIEW...........................................................................2
1.1. DEFINITION OF RECRUITMENT AND SELECTION...........................................................2
1.2. THE ROLE OF RECRUITING AND SELECTING EMPLOYEES.............................................3
1.3. PLANNING FOR AND RECRUITING HUMAN RESOURCES................................................3
1.3.1. Personnel policies................................................................................................4
1.3.2. Recruitment sources.............................................................................................5
1.3.3. Recruiter traits and behaviors.............................................................................7
1.4. SELECTING EMPLOYEES AND PLACING THEM IN JOBS.................................................7
1.4.1. Selection process..................................................................................................7
1.4.2. Job applications and résumés..............................................................................8
1.4.3. Employment tests and work samples...................................................................9
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 3. 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
1
LIST OF FIGURES AND TABLES
INTRODUCTION
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
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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.
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
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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.
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:
External Sources
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 do 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.
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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).
makers are beginning to form opinions about which candidates are most desirable.
For the top few candidates, the organization should check references and conduct
background checks to verify that the organization’s information is correct. Then
supervisors, teams, and other decision makers select a person to receive a job offer.
Application Forms
Employers can buy general-purpose application forms from an office supply store,
or they can create their own forms to meet unique needs. Either way, employment
applications include areas for applicants to provide several types of information:
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• Work experience—Companies the applicant worked for, job titles, and dates of
employment.
Résumés
1. Aptitude tests assess how well a person can learn or acquire skills and abil-
ities.
Before using any test, organizations should investigate the test’s validity and
reliability. Besides asking the testing service to provide this information, it is
wise to consult more impartial sources of information.
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1.4.4. Interviews
Interviewing Techniques
Interview techniques include choices about the type of questions to ask and the
number of people who conduct the interview. Several question types are possible:
All the recruiting and selecting activities comply with Decree No.188/QĐ-HĐQT-
LĐTL dated 28/02/2007 issued by Board of Directors of VIETNAM BANK FOR
AGRICULTURE RURAL DEVELOPMENT (AGRIBANK VIETNAM)
Soc Son branch is governed by one general manager, two deputy managers and six
departments:
Accounting department:
+ Prepares and updates the accounting plan, the balance sheet and the
statements of the Bank; draws up the Bank’s annual budget and follows its
implementation;
+ Keeps the books as prescribed by law, follows the smooth functioning of
the accounting system and makes the necessary arrangements thereof;
+ Repares the reports of extra budgetary funds;
+ Is responsible for the fulfillment of the financial obligations of the Bank;
+ Keeps, follows and controls the accounting records of foreign exchange
transactions of the Head Office;
+ Gives instructions to the branch offices and to the banks on the related
matters.
Foreign exchange department:
+ Purchase and selling all kinds of foreign exchange and banknotes pursuant
to the Law on the Protection of the Value of the Vietnamese Currency;
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Table 2.2 Report of the number and quality of staff in first six months of 2014 – Soc Son branch
qualifications and experience. Then the job outline is developed. The next step is to
specify job description and job specifications. The job description is divided into
four parts: tasks, duties, responsibilities and accountabilities. In job description, the
Bank clearly defines the tasks of each department and the responsibilities of top-
level managers like General manager, Chief finance officer, Chief accountant…
However, there is no job description for each position of employees. This is one of
major weaknesses of Agribank Vietnam in general and Soc Son branch in particular.
Skills Qualifications
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+ 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
2.2.5.2. 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.
2.3.1. 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:
+ 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.
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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.
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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.
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.
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.
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.
+ 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.
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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.
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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.
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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 do 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.
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REFERENCES