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 rsums..............................................................................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
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 companys
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 1. LITERATURE REVIEW
CHAPTER 2. RECRUITMENT AND SELECTION ACTIVITIES AT
AGRIBANK VIETNAM SOC SON BRANCH
CHAPTER 3. RECOMMENDATIONS TO IMPROVE RECRUITMENT AND
SELECTION ACTIVITIES AT AGRIBANK SOC SON
Source: Fundamentalsofhumanresourcemanagement/RaymondA.Noe...[etal.].
4thed,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: Fundamentalsofhumanresourcemanagement/RaymondA.Noe...[etal.].
4thed,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 organizations 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: Fundamentalsofhumanresourcemanagement/RaymondA.Noe...[etal.].
4thed,p.174
A companys 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 recruitingOrganizations with policies to promote
from within try to fill upper-level vacancies by recruiting candidates internally
Lead-the-market pay strategiesPay is an important job characteristic for almost
all applicants.
Employment-at-will policiesWithin the laws of the state where they are
operating, employers have latitude to set polices about their rights in an
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. Companys 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.
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 organizations information is correct. Then
supervisors, teams, and other decision makers select a person to receive a job offer.
Figure 1.4. Selection process
Contact informationThe applicants name, address, phone number, and email address.
Work experienceCompanies the applicant worked for, job titles, and dates of
employment.
Educational backgroundHigh school, college, and universities attended and
degree(s) awarded.
Applicants signatureSignature following a statement that the applicant has
pro- vided true and complete information.
Rsums
The usual way that applicants introduce themselves to a potential employer is to
submit a rsum. As with employment applications, an HR staff member reviews
the rsums to identify candidates meeting such basic requirements as educational
background, related work per- formed, and types of equipment the person has used.
1.4.3. Employment tests and work samples
When the organization has identified candidates whose applications or rsums
indicate they meet basic requirements, the organization continues the selection
process with this narrower pool of candidates. Often, the next step is to gather
objective data through one or more employment tests. These tests fall into two
broad categories:
1. Aptitude tests assess how well a person can learn or acquire skills and abilities.
2. Achievement tests measure a persons existing knowledge and skills. For
example, government agencies conduct civil service examinations to see
whether applicants are qualified to perform certain jobs.
Before using any test, organizations should investigate the tests validity and
reliability. Besides asking the testing service to provide this information, it is
wise to consult more impartial sources of information.
10
11
12
13
14
(1)
2013 (2)
6/2014 (3)
Ratio (4)
(4)=(3)/(2)
Total capital
2,897,490
3,091,402
6,7%
Domestic currency
2,836,373
3,028,357
6,8%
Outstandings loans
1,182,460
1,197,578
1,3%
Outstandings bad debt 36,936
161,205
436,4%
Source: Accounting department Agribank Soc Son
According to the figures in the table above, we can easily realize that the
outstanding bad debts of 2014 has experienced a remarkable increase. The ratio
shows 436,4%. This figure indicates that there are some problems with auditting
and setting price on quality of borrowers. These problems can reduce the
effectiveness of currency activities of Agribank Soc Son. Increasing outstanding bad
debts means increasing allowance for bad debts which leads to decrease in cash
flow.
2.2. Recruiting and Selecting employees at Agribank Soc Son
All the recruiting and selecting activities comply with Decree No.188/Q-HQTLTL dated 28/02/2007 issued by Board of Directors of VIETNAM BANK FOR
AGRICULTURE RURAL DEVELOPMENT (AGRIBANK VIETNAM)
2.2.1. Organisation chart
Soc Son branch is governed by one general manager, two deputy managers and six
departments:
15
16
17
No.
1
2
3
4
7
8
Norms
Total number of employees
Female
Gender
Male
Party member
The minority
Politics
High
Intermediate
Level
Doctor
Master
University degree
Professional
College degree
level
Senior banking
High school
Others
University degree
Foreign
Level C
language level Level B
Level A
University degree
Level C
Computing level
Level B
Level A
Age
<= 30
31 35
36 40
41 45
46 50
51 55
56 60
06/2013
109
64
45
37
0
0
98
0
4
96
3
0
4
2
2
65
14
8
2
5
80
9
30
33
17
5
11
11
2
06/2014
107
63
44
36
0
0
98
0
4
96
2
0
3
2
2
64
14
8
2
5
79
9
30
33
17
5
11
10
1
18
Average
36,85
36,50
Source: Human resource department Agribank Soc Son
This table shows that from 2013 to 2014, the number and quality of staff at
Agribank Soc Son have seen a small change. The total number of employees just
decreases by 2 peoples because of retirement. Almost the staff remain unchanged.
The reason is that during the last 3 years, Vietnam has experienced economic crisis,
many companies try to downsize human resource to maintain the operation, not
except for Agribank Vietnam. Therefore, the Bank almost does not recruit
employees to cut down the costs and assure that the needs of staff shall be satisfied.
19
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 toplevel 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
20
Officers
managers
Employees
Specialists
Good
at
analysing
position
+ High politic level
+ Intermediate level
in
applied position
+ Understand State bank
laws
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
22
23
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
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 branchs 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 Agribanks 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 howOnce 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 branchs 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 branchs 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
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 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.
34
REFERENCES
1. Raymond A. Noe . . . [et al.], 2004, Fundamentals of human resource
management 4th ed.
2. Vietnam Bank for Agriculture and Rural Development, 2003, The system of
institutions, part 12
3. Vietnam Bank for Agriculture and Rural Development, 2007, Decision No. 188/
Q/HQT-LTL on regulations of recruitment and selection activities
4. Vietnam Bank for Agriculture and Rural Development, 2007, Decision No.1377
/ Q/HQT-TCCB on regulations in organisation and operation of each branch
5. Vietnam Bank for Agriculture and Rural Development, 2012, Decision No.1015
/Q-HTV-TCCB on amendments of Decision No.1377 /Q/ HQT-TCCB
6. http://agribank.com.vn/92/828/library/annual-report.aspx
7. http://www.doko.vn/luan-van/hoat-dong-huy-dong-von-o-ngan-hang-no-ptntsoc-son-thuc-trang-va-giai-phap-328594
8. http://en.wikipedia.org/wiki/Vietnam_Bank_for_Agriculture_and_Rural_Devel
opment