Propose recruitment needs
Approve the plan
Are not
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Review & Approve
Agree
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Review
Summary of recruitment needs
Annual recruitment plan
Announce annual plan and personnel targets for units
Propose recruitment needs for the quarter
Quarterly implementation planning
Conduct recruitment
Notice of Reason
Related Department
Documents – data
1. BP has recruitment needs
Recruitment request form
2. Recruitment Officer
3. Human Resources Director
Company human resource plan for the year …
4. General Director
5. Recruitment Officer
Agree
6. Unit Director
Job application form
7. Recruitment Officer
Quarterly human resource plan
8. General Director Human Resources Director
Internal information Interview invitation Application form Curriculum vitae
Test results table
Candidate interview results
Acceptance form
9. Recruitment Officer
Department Managers
Human Resources Director
10. General Director
11. Recruitment Officer
Obtain
Propose recruitment needs
Letter of confirmation of recruitment
Probationary staff evaluation table
Figure 1.2: Content and sequence of the recruitment process (Tran Kim Dung, 2013, p.111)
1.5.2 Human resource training and development functional group
Education, training and development is the process of enabling people to acquire knowledge, learn new skills and change attitudes or behaviours and improve their ability to perform their jobs.
1.5.2.1 Career development
In addition to establishing and implementing activities for internal promotion; organizations and businesses can help their employees develop their careers through career activities such as:
- Conduct career seminars or counseling.
- Establish the company's career goals, create necessary opportunities for employees to achieve different career development priorities and provide other career support to employees.
- Provide feedback to employees about their job performance and career development opportunities.
- Set high requirements and standards, create opportunities for employees to work independently and creatively, and at the same time show great concern and support for employees in their work.
- Periodically rotate jobs, expand the scope of work, create opportunities for employees to perform many different jobs, and acquire many different job skills.
1.3.2.2 Training
a. Classification according to training content, including:
- According to training content orientation: job-oriented training and business-oriented training.
- According to the purpose of training content, there are the following forms: training, job guidance for employees; training, skills training; technical training
occupational safety techniques; training and improving professional and technical qualifications; training and developing management capacities, etc.
- According to the trainees, there are forms: new training and retraining.
b. Basic principles in training
In any form of training, instructors need to pay attention to the following basic principles:
- Stimulation: introduce to learners how the course benefits the achievement of business and individual goals.
- Providing feedback: this is also a part of the training program for on-the-job training methods.
- Organization: the way the training course is organized also has a very important impact on the quality and effectiveness of the training.
- Recall: to help students easily absorb new knowledge and understand problems systematically.
- Application: the training program should present real-life situations, illustrate practical experiences in implementation and problem solving, and outline the training process to show students the ability to apply it to practical work solutions.
- Participation: To achieve good training results, trainees need to actively and proactively participate in the training process.
c. Training needs analysis
When conducting a training needs analysis, businesses need to perform the following analyses:
- Business analysis needs to evaluate organizational performance indicators, plans for preparing successor staff, employees and organizational environment .
- Organizational analysis includes analysis of criteria such as productivity, quality of work performance, labor costs, absenteeism, turnover rate
Transfer, labor discipline, accidents, etc. will help managers identify the basic problems of the business and determine the need to apply training methods.
- Job analysis: identifies the types of skills and behaviors required for employees to perform their jobs well.
- Employee analysis: focuses on the competencies and personal characteristics of employees, used to determine who needs to be trained and what skills, knowledge, and attitudes need to be acquired or emphasized in the training and development process.
1.5.3 Human resource maintenance functional group
1.3.3.2 Performance evaluation
Performance appraisal is a formal, systematic assessment of how well employees are performing their jobs in relation to established standards and the communication of that assessment to employees.
Performance appraisal is applied periodically or irregularly and used for many different purposes such as:
- Provide feedback to employees to improve work performance
- Provide information for human resource planning such as employee training and development, job rotation, organizational structure improvement, etc.
- As a basis for salary, rewards and promotions
- Provide information for managers to re-evaluate human resource management activities in order to propose solutions to improve the management system.
The performance appraisal system must meet the following three basic elements:
- Must have work performance standards
- Measure work performance according to criteria
- Have feedback for workers
a. Process of conducting performance appraisal
Determine performance appraisal objectives
Set evaluation standards
Select evaluation method
Discuss the evaluation with the employee
Conduct assessments and set new goals
Figure 1.3 Evaluation process (Tran Kim Dung, 2013, p.239-242)
b. Principles for determining evaluation standards
Based on the assessment objectives, determine the basic criteria for assessment. The assessment criteria need to meet the SMART principle:
- Specific: the criteria must reflect the difference between good performers and poor performers (Specific).
- Measurable: criteria must be measurable and not too difficult to collect dispersed data (Measurable).
- Practical: work performance criteria are linked to practical, feasible, and reasonable results (Achievable).
- Reliable: performance criteria must be consistent and reliable. (Realistic).
- Time to perform/completion of work: Evaluation criteria need to consider the results of work completion corresponding to the specified time (Time)
c. Evaluation methods
- Ranking method: all employees will be arranged in ascending order from the weakest to the best according to each criterion such as work results, work attitude,...
- Paired comparison method: the comparison will be done for each pair of employees and combined with the corresponding scoring. Then it will be arranged in a table for evaluation.
- The scorecard method is a method of evaluating work performance based on general criteria for employees regarding work volume, quality, behavior, awareness, style, etc. at work.
- Retention method: leaders record major mistakes or very good results in employee performance.
- Observation method: performed on the basis of observing employees' work performance behavior, the number of observations and the frequency of repetition of behaviors are the basis for evaluation.
- Management by objectives: is an evaluation method based on the level of completion of pre-determined goals within a certain period of time by employees.
- Quantitative analysis method: the sequence of quantitative analysis method is divided into four steps as follows:
Step 1 : Identify the criteria/requirements when performing the job.
Step 2: Classify the levels of satisfaction of job requirements; assign scores according to the evaluation scale.
Step 3: Evaluate the importance (weight) of each group of requirements on employee performance.
Step 4: Overall assessment of the employee's job performance will be based on the average score of the requirements, taking into account the weight of that requirement.
1.5.3.1 Labor remuneration
a. Concept of remuneration structure in business.
Compensation and benefits refer to the amounts an individual is paid by a business in exchange for his or her labor.
BASIC SALARY
REMUNERATION
MATERIAL
ALLOWANCE
REWARD
SYSTEM STRUCTURE
PAYMENT
BENEFITS
OPPORTUNITIES FOR PROMOTION
INTANGIBLE REMUNERATION
MATTER
INTERESTING WORK
WORKING CONDITIONS
Figure 1.4: Diagram of the remuneration system structure in the enterprise (Tran Kim Dung, 2013, p.279)
b. Objectives of the salary and bonus system.
Businesses often have many different perspectives and goals when arranging the salary and bonus system, but in general, businesses all aim for five goals:
- Attracting employees: the salary offered by the company is often one of the most basic factors.
- Maintain good employees: to maintain good employees for the business, paying high salaries is not enough but also must demonstrate fairness within the business.
- Stimulate and motivate employees: all elements that make up employees' income need to have appropriate stable policies.
- Cost effectiveness: salaries should be considered in comparison with the market to ensure competitiveness for the organization. It is necessary to ensure a balance between the cost of human resources and the financial capacity of the business.
- Meet legal requirements, including the following basic issues: regulations on minor labor, regulations on minimum wages, regulations on working time and conditions, regulations on insurance regimes, ...
1.5.3.2 Labor relations
To improve labor relations in enterprises and find the most appropriate measures to stimulate and motivate employees, enterprises should study the opinions, satisfaction levels of employees and their sense of commitment to the organization through periodically conducting investigations and surveys in the enterprise.
a. Job satisfaction reflects the attitudes and perceptions of employees regarding various aspects of their jobs, such as:
- The company's prestigious image in the market and in the community.
- Nature of the job: the challenges of the job, the opportunities to use personal abilities and the enjoyment of the job.
- Opportunities for training and development of personal skills.
- Opportunity for advancement within the organization.
- Leadership: relationships between employees and immediate superiors; support from superiors; leadership style and the ability of leaders to perform organizational management functions.
- Colleagues: co-worker relationship behaviors at work.
- Salary: fairness (internal and external) in salary payment.
- Benefits: factors related to social insurance, health insurance, lunch, canteen...
- Working conditions such as labor hygiene conditions, equipment, working environment.