THUONG MAI UNIVESITY

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GROUP ASSIGNMENT

HUMAN RESOURCE MANAGEMENT

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Topic: Analysis the recruitment and

selection in Google Company

Group 1
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CONTENTS
Summary .................................................................................................................. 2
I. Introduction about Google ................................................................................. 3
II. Theoretical framework ..................................................................................... 5
2.1 Definition and role of recruitment and selection ........................................... 5
2.2 Recruitment sources ......................................................................................... 6
2.3 Selection process ............................................................................................... 7
III. Recruitment and Selection in Google company ............................................ 10
3.1 Recruitment in Google company ..................................................................... 10
3.1.1 Google and its hiring needs ............................................................................. 10
3.1.2 Source for recruitment of Google .................................................................... 11
3.1.3 Recruitment strategy of Google....................................................................... 12
3.2 Selection in Google............................................................................................ 13
3.2.1 Google on picking the best people .................................................................. 13
3.2.2 Google and their selection (hiring) process ..................................................... 14
3.2.3 Google and questions they ask and why.......................................................... 16
IV. How to reach Google ........................................................................................ 18
4.1 Positions in Google............................................................................................ 18
4.2 Job description of Google ................................................................................ 19
Conclusion ............................................................................................................... 22
Source .......................................................................................................................

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 Summary
The reason why we are interested in Google and choose it is because Google is
a big and well - known company all over the world. In addition, the recruitment and
selection process of Google is special in order to attract the most talented people.
This assignment starts with an introduction of Google. The main purpose of the
assignment is to know how Google recruits, selects candiates and what their strategies
are. It also contains some interesting facts about the recruitment of Google and provides
some examples of the JD and JS established by Google.

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I. Introduction about Google
Type: Subsidiary
Industry: Internet, Software,
Computer hardware
Area served: Worldwide

Founded: September 4, 1998 in

Menlo Park, California
Founders: Larry Page, Sergey
Brin

Headquarters: Mountain View,

California, U.S.
Number of employees: 98,771

Google is an American multinational technology company that specializes in

Internet - related services and products, which include online advertising technologies,
search engine, cloud computing, software, and hardware. It is considered one of the Big
Four technology companies, alongside Amazon, Apple and Facebook.
Google was founded in 1998 by Larry Page and Sergey Brin while they were
Ph.D. students at Stanford University in California.

In August 2015, Google announced plans to reorganize its various interests as a

conglomerate called Alphabet Inc. Google is Alphabet's leading subsidiary and will
continue to be the umbrella company for Alphabet's Internet interests.
Google.com is the most visited website in the world. Several other Google
services also figure in the top 100 most visited websites, including YouTube and
Blogger. The company's rapid growth since incorporation has triggered a chain of

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products, acquisitions, and partnerships beyond Google's core search engine (Google
Search). It offers services designed for work and productivity (Google Docs, Google
Sheets, and Google Slides), email (Gmail/Inbox), scheduling and time management
(Google Calendar), cloud storage (Google Drive), social networking (Google+), instant
messaging and video chat (Google Allo, Duo, Hangouts), language translation (Google
Translate), mapping and navigation (Google Maps, Waze, Google Earth, Street View),
video sharing (YouTube), note-taking (Google Keep), and photo organizing and editing
(Google Photos). The company leads the development of the Android mobile operating
system, the Google Chrome web browser, and Chrome OS, a lightweight operating
system based on the Chrome browser. Google has moved increasingly into hardware;
As of December 2018, Google has 98,771 employees. Google's 2017 diversity
report states that 31 percent of its workforce are women and 69 percent are men, with
the ethnicity of its workforce being predominantly white (56%) and Asian (35%).
Google's employees are hired based on a hierarchical system. Employees are split into
six hierarchies based on experience and can range "from entry-level data center workers
at level one to managers and experienced engineers at level six." Internationally, Google
has over 78 offices in more than 50 countries.

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II. Theoretical framework

2.1 Definition and role of recruitment and selection

2.1.1 Definition of recruitment and selection

When we speak of the recruitment and selection process, we immediately think
of activities such as the analysis of the requirements of a specific job, attracting
candidates to apply for that job, screening the applicants and selecting among them,
hiring the chosen candidates to become new employees of the organization, and
integrating them into the structure.
In human resource management, “recruitment” is the process of attracting a
pool of qualified candidates for a job vacancy. It can also be defined as the “process of
searching for prospective employees and stimulating and encouraging them to apply for
jobs in an organization”.
Meanwhile, “selection” is the process of collecting and evaluating all the
information about a candidate in order to extend an offer of employment. Its purpose is
hiring the best and most qualified candidate with the appropriate KSAs for a job
opening, in a timely and cost-effective manner.
2.1.2 Role of recruitment and selection
Obviously, the main reason why the recruitment and selection process is
implemented is to find the persons who are best qualified for the positions within the
company, and who will help them towards attaining organizational goals. It helps the
organization to get a proper candidate. Good recruitment will give businesses a
workforce appropriate to the job and the position to be recruited.
In addition, while an effective recruiting means that the person employed for the
job is the best possible candidate for it, the efficient recruiting, on the other hand, means
that the process has been carried out without incurring a lot of costs on the part of the
organization. We can saving human resources training costs if we can select high-
quality candidates. According to human resources experts, each failed recruitment will
cost the company 3-6 times the total annual income of the employee. Thus, successful
recruitment of personnel will retain a significant cost for your business.

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 Furthermore, the process also ensures compliance with policies and laws.
There are various rules, laws and regulations that organizations must adhere to when it
comes to its human resources management. Equal opportunity employment and non-
discrimination in hiring are two of them. By following a recruitment process, the
chances of the organization violating these policies will be low.
In the long-term, true leaders are capable of standing alone, but they cannot
achieve dazzling success without the support of a team. A great talent may win a big
game, but the business championship is long and tiresome. Therefore, a solid recruiting
strategy for hiring top-quality employees must be in place. It requires you to come up
with a job specification, description, and analysis.

The issue of recruiting personnel is an extremely important task that

enterprises should pay attention to. A reasonable strategic and investment hiring plan
will give the company a good human resource, a solid foundation to develop from
there to support the company's business strategies to success.

2.2 Recruitment source

Internal sources
Best employees can be found within the organisation… When a vacancy arises
in the organisation, it may be given to an employee who is already on the pay-roll.

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Internal sources include promotion, transfer and in certain cases demotion. When a
higher post is given to a deserving employee, it motivates all other employees of the
organisation to work hard. The employees can be informed of such a vacancy by internal
advertisement.

Advantages: Disadvantages
- Improves morale - It discourages capable persons from
- No error/ at least errors in Selection outside to join the concern.
- Promotes loyalty - It is possible that the requisite number
- Economy in training cost of persons possessing qualifications for
- Self-development the vacant posts may not be available in
the organisation.
- If only seniority is the criterion for
promotion, then the person filling the
vacant post may not be really capable.

External sources
All organisations have to use external sources for recruitment to higher positions when
existing employees are not suitable. More persons are needed when expansions are
undertaken.
Advantages Disadvantages
- Availability of suitable persons - Demoralisation
- Brings new ideas - Lack of Co-Operation
- Expensive process
- Problem of maladjustment:

2.3 Selection process:

The selection process are differently depending on the needs of the company.
Basically, the employee selection process takes place in following order:

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1. Application form: The application form is the basic source of all employment
information for use in later steps of the selection process.
2. Tests: If the applicant shows no obvious job-related deficiencies that would cause
disqualification, then tests or an in-depth interview can be given. The choice between
tests or an interview will depend on company policy, the type of job applied for, the
cost of the test and the qualifications of the candidate. Applicant reactions to interviews
(especially where the interviewer asks questions with face validity) are more favourable
than they are to other selection techniques. It has also been found that tests which are
perceived by applicants as being job-related are positively correlated with
organisational attractiveness.
3. Interviews: It is a one to one interaction between the interviewer and the potential
candidate. It is used to find whether the candidate is best suited for the required job or
not. But such interviews consume time and money both. Moreover the competencies of
the candidate cannot be judged. The employment interview is the most widely used
selection technique.
4. Reference check
5. Medical examination: Medical tests are conducted to ensure physical fitness of the
potential employee. It will decrease chances of employee absenteeism.

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6. Final Selection: The hiring manager will usually ask for feedback from human
resources and other employees who interviewed the job candidates. He or she may also
review her notes and decide which candidate would fit best in the open position.

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III. Recruitment and Selection in Google company

3.1 Recruitment in Google

3.1.1 Google and its hiring needs

Over the last decade, Google has been topping the lists of top companies to work
for in both Forbes and Fortune (rank #1, seven out of ten years from 2006 to 2016). The
multibillion-dollar technology company founded in 1996 became known as a powerful
search engine, but two decades later and they have expanded their product and service
catalogue. Needless to say, a biggercompany requires a bigger employee base.

Every year, Google receives over one million resumes and applications. Only
4,000-6000 applicants will actually be hired — that’s less than a 1% hiring rate. Years
of practice and experimentation have allowed Google to narrow their acquisition of the
best talent to a near science.
Hiring managers at Google used to spend 10 hours a week on recruiting and top
executives would dedicate a full day to it. Google wanted to make this process more
efficient and through extensive research, experimentation, consultation, note taking,
and note revisiting, they’ve found their winning formula. With this, they have cut 10
hours into 1.5 hours a week accomplishing the same amount of work for recruiting.
It sounds like a dream but it wasn’t one that came easy. Years of work went into
making that time slash and process possible. That said, it’s important to remember that
the work Google put into their hiring process may not all directly apply to you and your
company either. The strategies they have uncovered, while all great, are applicable to
the needs of Google, the pace at which Google is growing, and the profiles that Google
is looking for.

Google said the company could not find many people who met their strict
requirements, especially in leadership positions. And even if they respond, the company
doesn't want to dilute culture by adding too many employees at once.

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3.1.2 Source for recruitment of Google

Google’s human resource management uses a mixture of internal and external

recruitment sources to maintain the adequacy of its human resources. The external
recruitment sources at Google include educational institutions and respondents to job
advertisements. Most of these ads are available through the Careers section of Google’s
website.
Google's chief financial officer, Pichette, added that Google's largest recruiting
activity usually takes place in the third quarter, not the fourth quarter, because that
is when the number of college graduates appears very a lot of.
However, for a company that probably knows more personal information about
you than your own mother, it’s only right that they use their own product (a.k.a. big data
analytics) to find the best and the brightest talent in the world. Big data is the concept
of transforming massive structured and unstructured data sets into actionable
intelligence.
When Max Rossett googled the keywords “python lambda function list co
mprehension,” he was surprised to be presented with an alternative interface on the
search engine results page. Below the search bar, a text appeared saying “You’re
speaking our language. Up for the challenge?” Unsure of what it really meant, he
accepted it anyway.
It was actually Google’s programming challenge. He submitted his challenge and
a few days later, a recruiter from Google requested for his resume. And then he got
phone interviews, and much later on an on-site interview at their Google headquarters.
Using Google Search, Google can do the work in searching and identifying
potential candidates based on their search keywords. It’s probable that other forms of
data were used to determine if Max was a candidate worthy of even interviewing for a
highly coveted Google engineering job.
While we can’t always follow how Google does it, however, we can learn about
using big data and analytics and be more proactive in how we identify and approach
talent candidates. After all, the data at hand is only growing, and how effectively it’s
used is left to the discretion of recruiting organizations.

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3.1.3 Recruitment strategy of Google

Employment branding
Google has so successfully utilized their brand in order to attract the most
talented and highly-competent individuals in the world. Because of their claim of
providing the best employee-employer experience supported by the many perks,
benefits and high salaries that Google employees get to enjoy, Google became the most
desired companies for men and women in the world.

Adapting recruitment strategies to fit your recruitment needs

While they’re recruitment strategy may be unique, it is not necessary to follow it

process by process but simply adapting and incorporating their practices. Google’s
hiring is an example of survival of the fittest. How do you survive? Adapt.
Using tech for recruiting
Google uses big data and analytics to search for potential talents. Using this
strategy will potentially maximize a company’s hiring timeline and drastically minimize
bad hires.
Find candidates among your own people
Google does it’s hiring internally. On occasion they will make use of third party
recruiting firms when they build new teams or expand in new, unfamiliar territory.”
Keeping the end goal in mind
Learning that recruitment is not simply hiring for quantity but for quality.
Bringing in people who can not only do the job but do a good job are the ones who will
move your company forward.

Set high standards for job placement

“Set a high bar for quality. Before you start recruiting, decide what attributes
you want and define as a group what great looks like. A good rule of thumb is to hire
only people who are better than you. Do not compromise. Ever.” That’s what Laszlo
Bock, Google’s SVP for People Operations, uses as a guiding principle for recruiting.
With his years of experience and success in recruiting, Bock has an eye for
strategies that work and those that should be tossed. Many companies often deploy

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misleading questions like how many golf balls would it take to fill an Olympic
swimming pool which supposedly gauge the candidate’s ability to think creatively and
under pressure. In reality, Bock says “They don’t predict anything. They serve primarily
to make the interviewer feel smart.” It will definitely not uncover a gold star employee.
The success rate of a recruiter also comes into question. Bock says that no one is
good at hiring. A revisiting of tens of thousands of job interview footage allowed
Google to come to that conclusion. “We found zero relationship [between good
employees and their hiring responsibles],” he said. “It’s a complete random mess….
Rather than having each interviewer just make stuff up,” Bock says, the company makes
use of a consistent rubric to assess candidates. This made the company realize that a
strict recruitment process with uncompromisingly high standards is what would filter
the cream of the crop. After this, the applicant pool is significantly narrowed and one
of the main tasks of the recruiter would then be to sift through the best of the best and
find a Googler.
“Before you start recruiting, decide what attributes you want and define as a
group what great looks like,” says Bock, “Include subordinates and peers in the
interviews, make sure interviewers write good notes, and have an unbiased group of
people make the actual hiring decision.”
Look further beyond GPAs

Google used to be the Ivy of companies and accepted only the top performing
applicants with school credentials that shined off their resumes but today, they look
further beyond GPAs. “After two or three years, your ability to perform at Google is
completely unrelated to how you performed when you were in school, because the skills
you required in college are very different. You’re also fundamentally a different person.
You learn and grow, you think about things differently.”

3.2 Selection in Google

3.2.1 Google on picking the best people
The reason why Google is among the best, if not the best, place to work is
because they invest in operations, products, services, acquisitions and in the quality of
the people they bring in. Ultimately, these people are the driving force of the company.

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 For Google they have a very different strategy to choose the best people:
Set an uncompromisable high standard
They set high standards for applicants to not pass. They want to give applicants
the ability, potential, and strong determination for Google. Because for them the strong
determination to cope with difficult challenges is the best and that is who they need.
Make use of the entire team, not just HR
Large companies like Google can afford to delegate hiring to an entire team or
department. Smaller companies aren’t so lucky and the burden usually falls to one or
two people. Make use of the rest of the team—borrow a couple of hours from BD or
Marketing to help with interviews and get a fresh set of ears and opinions. This
collaboration also comes in handy when gauging the candidate’s fit with the company.
Give candidates a compelling reason to join your company
Google’s former SVP for products, they keep the candidates in the file, and give
them some of the company's products and ask them to come up with a strategy for it if
there is a certain member they feel has enough elements for the job they will choose
that person.
3.2.2 Google and their selection (hiring) process
The secret to be selected as a Google employee is that one has to think a lot like
an “engineer”. Apparently, Google expects their employees to be highly quantitative
and highly analytical as well as highly capable of dealing with too many data all at the
same time. During the interviews, an applicant must also be able to demonstrate his skill
or capacity by writing codes, intelligently analyzing case studies and brain teasers and
solving algorithmic problems on the spot. Also, Google is searching for applicants who
are highly practical and are capable of making something out of nothing that people can
make use of.

The process of selecting good employees of google is as follows:

1. Recruiter screening: Recruiters screen all resumes to select candidates to
meetprofessional, academic and experience requirements.
2. Phone screening : The recruiter will contact the candidate, explain the process
and let the candidate know the next steps. The recruiter can ask the candidate

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 about the SAT score and GPA average in the university, if it is a position that
requires technical expertise.
3. Interview at the company: The first interview at the company will take place
with four or five people, 45 minutes each. If it is a technical position, the
candidate will be required to solve technical problems in real time, which may
include programming code for a solution or sketching a template. design.
4. Feedback on the interview: Each interviewer submitted his or her feedback
according to a standard sample of candidates and ranked the candidates on a scale
of scores. The company will search the employee data to match the candidate's
resume with those who attended the same school or work with the same company
in the years listed on the resume. Email is sent to that Google employee to consult
them about the candidate.
5. Employment Committee: It consists of senior managers and senior managers,
and experienced employees in that field. It reviews all the feedback as well as
the resume and experience. Independent hiring committees are made up of
Googlers at various levels of the company to review your candidate packet. They
consider all potential candidates for all positions in need of people in the area,
so they understand very well the capabilities needed and the supply of qualified
people. Recruitment team reviews each feedback but also resumes and work
experience. Recruitment decisions are made by the recruitment team. So that
means no hiring manager can make a wrong decision later.
6. Review and approval at the executive level: Senior executive board reviews
each job offer letter. The salary committee will determine the full salary and
bonus, suitable for the invitation letter to work.
7. Compensation committee: The committee that determines the appropriate
compensation for the offer.
8. Final executive review: The top executive reviews the employment offers
before they are extended to the candidate.
9. Invitations work: The recruiter will inform the candidate about the job offer
letter, and explain all the details in the offer letter. Google's job offer is very
competitive, some say very generous, and very thorough (see the section on the

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 10 highest salaries in the chart). Google wants employees to be satisfied, excited
to work, and fully focused.

Sometimes, the candidates must pass through some tests to get selected.

Testing Areas No. of questions Time Limit ( in mins)

Logical Reasoning 10

General Aptitude 10

Technical 15 50

General English 5

Total 40

- Logical Reasoning section consists of questions from topics such as seating

arrangement problems, finding the missing numbers puzzle tests and theme detection.
- General Aptitude section covers topics such as percentage, A.P & G.P, Prime
Numbers, Problems on speed and averages.
- Technical section consists of questions from topics such as C, C++, Java, Data
Structure, and Computer Networks.
- General English section consists of questions from English grammar topics like
prepositions, antonyms, synonyms, sentence completion and reading comprehensions.
- Coding section consists of questions from topics Data Structure, C / C++ Language,
Algorithms.

Section No. of questions Time Limit ( in mins)

Coding 3 90
(Coding round)

Google is much more interested in choosing talented people, rather than just
choosing people with certain skills.

3.2.3 Google and questions they ask and why

Recruiting for Google is not completely rocket science. They still undergo the
same processes most companies go through and ask the same questions you might have
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already been asking. However, every company can have its unique sets of interview
questions, and here are some of them:
“Tell me about a time you had to deal with a difficult manager? What did you
do?”
This question will help you see how a candidate handles difficult situations and pressure
in the office, how they overcame the challenges, and how they improved themselves
during or after the situation.
“How would you go about setting up flu vaccination stations across Google
campuses... and then how would you expand internationally?”
This is a scenario-based question, and the purpose of it is to find out how a candidate
thinks, how they would they gather data, and how they would move through this process
to get them to a solution.
“What is your favorite Google product? What would you change?”
This question will determine how knowledgeable a candidate is with the products you
are selling. It is also a way for you to see how creative or innovative a candidate is when
he/she suggests changes to a product.
“If you have 90% of the market-share, how would you grow your business?”
This question will show you the entrepreneurial, sales and marketing skills of the
candidate. This will also show you how the candidate would approach the situation, and
the kind of steps they’ll take to make a business grow given the huge budget.
“What makes you GOOGLEY?”
This is basically a cultural fit question Google asks their candidates to see if they fit
well in the organization. It is a chance for the candidate to let his/her personality shine,
at which the recruiter finds hints of their personality and work ethic based on their
answers.

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IV. How to reach Google

4.1 Positions in Google Company

Below are job offered by Google and the number of interview occuring each year.

Software Engineer (2932) Software Engineer Intern (83)

Product Manager (293)
Intern (276)
Software Engineer(Internship) (243)
Associate Account Strategist (176)
Software Developer (152)
Software Engineering (145)
Engineering Practicum (118)
Software Development
Engineer (113)
Account Strategist (103)
Site Reliability Engineer (97)
Senior Software Engineer (97)
Software Engineer New Grad (92)
Account Manager (86)
Quantitative Analyst (84)
Associate Product Manager (83)
Google Engineering Practicum (76)
Technical Program Manager (69)
Interaction Designer (60)
Software Engineer In Test (56)
Program Manager (56)
Recruiter (42)
Analyst (40)
SWE (40)
Adwords Associate (39)
Software Engineering Intern (38)
Business Analyst (38)
Softwareentwickler (37)
Administrative Assistant (37)

Looking at the data, we can see the most applied position is Software Energy
with 2932 applications and the least applied position is Softwareantwickler and
Administrative Assistant with 37 applications each year.
Always among the leading names in the technology industry of the world,
Google always makes people desire for the working environment and the salary that
the employees receive. The high-wage positions in the company are generally not
different from Apple. The lowest paid position at Google is the customer care staff
with more than $ 30,000 / year, the highest is the Chief Financial Officer with about
$ 340,000 / year. What amazes people is that the highest income position at Google
does not belong to a technical person but to finance.

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4.2 Job description of Google
Product Manager (San Francisco, CA, USA)

Minimum qualifications:

 BA/BS degree or equivalent practical experience.

 4 years of industry experience in marketing.
 Experience in market research, messaging, positioning, branding, creative
development and campaign execution.

Preferred qualifications:

 MBA degree.
 Experience planning and rolling out large-scale/global marketing campaigns,
and the ability to identify and implement scalable process improvements using a
data-driven approach.
 Experience developing and executing marketing strategy successfully while
collaborating cross-functionally and building consensus, with effective project
management expertise.

Responsibilities

Launch products with the help of other teams.

Identify opportunities in the market, and define the vision and strategy for
products.

Understand customer needs and identify product requirements to develop new

products and improve those already proposed.

Work closely with the engineering team to determine the best methods of
technical implementation and define a reasonable schedule of execution.

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 Examples: Product Management, Engineering, UX / UI, Sales, Customer
Support, Finance or Marketing; understanding of go-to-market business enablers
(eg payments, loyalty, subscriptions, etc.)

Software Engineer, machine learning (Paris, France)

Minimum qualifications:

 Bachelor's degree in Computer Science or a similar technical discipline, or

equivalent professional experience
 Experience in C ++ programming
 Experience in data and image compression
 Experience working with one or more operating systems such as Unix / Linux,
Android and / or Windows

Desired qualifications:

 Ph.D.
 Work experience on mobile platforms
 Experience as a software engineer on assembly language, SSE2, NEON or
similar language
 Proven experience in research and engineering
 Knowledge of data and image compression gained through research on the
subject
 Knowledge of Open Source mentality

Responsibilities

 Contribute to the complete development and production cycle of machine

learning models
 Develop tools and infrastructure to apply machine learning to the YouTube
environment

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 Collect data in real-life situations to develop classifiers, working on both quality
and infrastructure until final launch, and monitoring their behavior in production
situations

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 Conclusion

If you are interested in work at Google, users should prepare the best
knowledge to seize working opportunities when the recruitment is large in the third
quarter every year.
As a company with the best working environment, high salary, large stock
price, diversity in work .... but Google is not a company that recruits "massively". The
company stressed that they wanted to seek growth in all areas.
Google offers restrictions when recruiting employees into leadership positions,
requiring them to absorb Google culture to ensure the culture is not lost. Google's
recruitment plan includes a number of goals only for those who have worked in the
company.
These are the barriers for Google's hiring activities, making the search rate of
employees cannot increase rapidly, especially when they have to meet puzzles that are
not simple. Employee recruitment is not always going smoothly, but Google insists the
company is able to manage this activity as best as possible.

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 Source
https://smallbusiness.chron.com/employee-selection-process-2568.html
https://www.managementstudyguide.com/employee-selection-process.htm
http://www.yourarticlelibrary.com/recruitment/sources-of-recruitment-of-employees-
internal-and-external-sources-recruitment/25954
https://www.mbaknol.com/management-case-studies/case-study-googles-
recruitment-and-selection-process/

https://cpt.hitbullseye.com/Google-Test-
Pattern.php?fbclid=IwAR3WdKucXdmNWx7zd7f1_N9IyEQ-vZvTw3jx2gve-
3CbiNFEXOEU-lrYQLU

https://www.slideshare.net/yashbhatt7982/googles-recruitment-and-selection-
process?fbclid=IwAR0CA-
EghZM80eu2XIFM3d4BOPeBn63L7dVoiOQWpoUShG75NMYApS57s7A

http://panmore.com/google-hrm-recruitment-selection-
retention?fbclid=IwAR3PSM8YeDky1kocd4-
KwISAUELnuauSQzMEVFagrDAIGjj9atwe4vApLbg

https://www.glassdoor.com/Interview/Google-Interview-Questions-
E9079.htm?filter.jobTitleExact=Software+Engineer%28Internship%29

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 Group members

STT Name Duties Evaluation

1 Vu Thi Khanh An Google and its hiring needs Normal
2 Tran Phan Anh Source for recruitment Normal
Van Phuong Anh Recruitment Strategy of Google + Present Good
3
(secretary)
4 Vu Thi Lan Anh Positions in Google + Present Good
5 Vu Thi Thuy Chang Introduction about Google Normal
6 Nham Van Ha Google on picking the best people Good
7 Phung Ngan Ha Google and the selection process + Present Good
8 To Thi Ha Google and questions + Present Good
9 Trieu Hong Hanh Selection (Theory) Normal
10 Tran Thu Hao Recruitment (Theory) Normal
Tran Thi Thanh Huong Aggregate all the parts, check and Good
11 (leader) complete the assignment + PowerPoint +
Present
12 Tran Quang Huy JD of Google Good

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