Evaluation Indicators of Human Resource Recruitment Effectiveness

If an economic mechanism is open, workers are free to move, and businesses will have easier opportunities to recruit workers because the labor market is not limited to one locality.

The level of economic development also has an impact on recruitment. In a locality with a high economic growth rate, labor migration flows are also concentrated in that locality, which makes it easier for businesses to recruit and vice versa.

Competitive environment of business

This is a major obstacle for organizations in the recruitment process because it hinders the recruitment of good employees of the business and shares the recruitment market. On the other hand, the competition of labor from other businesses can cause employees to quit, especially good employees of the organization.

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Development of education and training system

In the process of developing the education and training system, some new occupations will be included in training at different levels. That will facilitate businesses that need to recruit workers in these new occupations.

Science and technology level

Nowadays, science and technology are increasingly developing. Therefore, equipment and machinery serving production to replace manual labor are becoming more and more modern and developed. Therefore, the number of unskilled workers is decreasing, instead, only a few people with technical skills are needed to operate the production system, operate the machinery chain but still produce high productivity and quality. Therefore, it affects the organization's recruitment, requiring the recruitment of highly skilled workers.

1.1.3.2. Group of factors within the enterprise

Human resource policies

If the enterprise has a human resource policy that focuses on using and encouraging employees working in the enterprise, the recruitment source mainly focuses on internal sources of the enterprise. In case the source cannot be found within the enterprise or using internal labor will not be effective, the enterprise will exploit external recruitment sources. On the contrary, if the enterprise's human resource policy focuses on selecting the optimal human resource

For each position, recruitment sources will be spread evenly between internal and external sources of the organization.

Image and reputation of the business

A business with a reputation for product quality and a high position in the market will have a great impact on attracting human resources, especially highly qualified human resources. On the contrary, if the image of the business is rated low, the prospect of attracting candidates is low, and it is difficult to attract good candidates. The image and reputation of the business are evaluated by candidates including advantages in both tangible and intangible values. Therefore, businesses need to pay attention to improving both aspects to have a strong attraction to candidates.

Financial capacity of the enterprise

The recruitment of human resources of enterprises requires a large financial resource, costs related to recruitment. In some small enterprises, low financial capacity has not carried out the recruitment work carefully, leading to low quality of this work. And at the same time, enterprises that pay high salaries and have many employee benefits will be more likely to attract many good candidates, stimulate workers to work enthusiastically, creatively, ...

Corporate culture atmosphere

The cultural climate of a business affects the success of the organization and subsequently affects employee satisfaction and the profitability of the company.

1.1.4. Evaluation criteria for human resource recruitment effectiveness

1.1.4.1. Qualitative indicators

Employee loyalty

It is shown through the time they have been with the company, their intention to stay with the company long-term, etc. The longer an employee stays with the company, the more it proves that the company has attractive policies to attract and retain employees.

Ensuring equal opportunity for all

Employment opportunities are considered fair when the criteria for disqualification are reasonable, transparent, and cover all cases of disqualification.

This creates fairness in employment opportunities as well as promotion opportunities for employees, contributing to ensuring effective recruitment.

Hiring the right person for the job?

This is one of the criteria for evaluating the effectiveness of recruitment work, helping businesses find people with the capacity and qualities to complete assigned work, thereby improving business efficiency.

Recruitment source distribution

Recruitment sources include internal and external recruitment sources. Diversifying recruitment sources not only helps businesses ensure that they recruit skilled and experienced people, creating a bond between employees from within, but also attracts many quality candidates from outside, from which businesses can choose the best and most suitable labor sources. Therefore, distributing recruitment sources is one of the important indicators to evaluate human resource selection.

1.1.4.2. Quantitative indicators

Screening rate

The screening rate is related to the quality and financial costs of the recruitment process. Determining the expected screening rate will help businesses calculate the number of applications they need to collect in each recruitment round, avoiding the situation of collecting few applications, missing out on quality applications later, or not knowing how many applications are enough, prolonging the time to collect applications, causing the application pile up but of poor quality, wasting time and effort. The closer the actual screening rate is to the expected rate, the more effective the recruitment process can be assessed.

Screening rate = Total number of applications accepted / recruitment target

Selection rate

The selection ratio tells us how many people are selected out of the total number of job applicants. If the number of job applicants is 10 and the number of people selected is also 10, the selection ratio is 1.00, and if the number of people selected is 2, the ratio is 0.20.

Selection Rate = Number of Job Applicants Hired / Total Number of Job Applicants

Number of applications

The number of applications is related to the screening rate, from the actual number of applications received, calculate the specific screening rate, compare the actual screening rate with the screening rate to see if they are approximately equal or not? In addition, compare the actual number of applications with the expected number of applications to determine whether the actual number of applications exceeds the allowable level set by the enterprise initially? Through the number of applications, the effectiveness of the recruitment announcement can be somewhat assessed, however, too many applications are not necessarily good if the work of screening and eliminating incomplete and unsuitable applications from the beginning is not guaranteed, this increases the pressure on the work of attracting and reviewing as well as organizing interviews, causing unnecessary shortcomings that negatively affect the effectiveness of the recruitment process with the organization's goals.

Recruitment costs

Financial costs are an important issue in any business activity. The goals of the recruitment process must also meet financial limits. This cost includes all expenses related to recruitment such as costs of hiring recruitment services, advertising, recruitment notices, etc.

1.2. Practical basis

- Currently, the development goal of our country is determined by the Party and the State of Vietnam to strive to basically turn our country into an industrialized and modernized country by the end of 2020. Vietnam is assessed by the world as having the advantage of a large population, being in the "golden population" period, so the working-age workforce is quite abundant, but the quality of labor is not guaranteed and there are many limitations due to the effectiveness of human resource development in the past. The labor force in rural areas without vocational training accounts for a high proportion while skilled labor and high-level technical workers are lacking. Besides, our country is in the process of integrating with the global economy, the labor market is increasingly expanding, requiring an increasingly larger human resource. Faced with such situations, businesses in Vietnam today believe that: Recruiting workers is a difficult task because candidates do not meet the requirements of businesses and are very concerned about the situation of attracting a workforce with the necessary skills and expertise. Innovative reforms in the field of vocational training

In recent years, it seems that there is not enough capacity to create resources to satisfy the increasingly demanding demands of domestic and international markets.

- Human resource recruitment faces many limitations and difficulties, especially for state-owned enterprises and small and medium-sized enterprises in Vietnam. For state-owned enterprises, recruitment activities are generally not very effective due to the constraints of requirements and policies such as: cumbersome procedures, recruitment documents must be fully notarized, birth certificates, CVs must be filled in according to the form, etc., making it difficult for candidates to have a set of documents that meet the requirements, hindering the recruitment of competent people. Most state-owned enterprises still recruit according to the lifelong tenure method. That means that those who have been recruited will work for the enterprise until retirement. This method has the advantage of having a stable and loyal human resource, but has a huge disadvantage: Forming a dependent lifestyle, relying on others, not wanting and not daring to reveal their personality and creativity. This makes state-owned enterprises operate inefficiently.

- While for large enterprises, the recruitment process is often very strict to select the best quality human resources, for small and medium enterprises in Vietnam, there is often no human resources department or the human resources department does not meet the requirements to be able to fully implement the recruitment process as well as ensure the smooth operation of this process. Therefore, the recruitment process of new enterprises, small and medium enterprises is often sketchy, the efficiency of the recruitment process is not high. Private enterprises often use the method of recruitment by contract. The advantage of this method is flexibility, ensuring legality based on the principle of self-management.

- Thua Thien Hue Road Management and Construction Joint Stock Company is a company that started as a State company and is now a joint stock company with 51% State shares with a small but medium-sized human resource. Over the years, the company has always strived to stand firm and develop in the general development of the economy, along with expanding production scale. And it is inevitable to recruit more human resources to meet work requirements. When the company has a specialized recruitment department and built a process

In order to have a good and suitable human resource and the lowest cost, the company needs to improve and enhance its recruitment strategy and plan. To do that, evaluating the company's recruitment activities is extremely necessary to improve recruitment efficiency.

1.3. Comments on related studies

According to Huyen Ton Nu Thao Quyen (2015) - " Evaluating the effectiveness of human resource recruitment at Truong Son Joint Stock Company ". The author presented in great detail the company's human resource recruitment during that time through the recruitment process and the selection process, but the author did not mention the orientation work for employees after being temporarily recruited, which is also a very important process in the recruitment work of each organization. In addition, the author used the interview method to investigate and consult the opinions of 116 employees in the company on the effectiveness of human resource recruitment according to 4 qualitative criteria: employee loyalty, distribution of recruitment sources, ensuring fairness of all job opportunities, and employee work completion capacity, but the number of employees surveyed was very large but the questionnaire only had 5 questions, so it did not fully exploit the opinions of the employees.

According to Le Thi Kieu (2015) - " Evaluation of human resource recruitment of Vinh Long Port Joint Stock Company ". The criteria that the author uses to evaluate the effectiveness of recruitment: Through recruitment sources and methods; through the recruitment process with data collected and processed presented in detail, to explain issues related to the company's human resource recruitment. In addition, the author evaluates the company's recruitment through the method of interviewing employees around the contents of: Recruitment activities, selection activities and orientation activities for new employees to have the most objective view of the company's recruitment activities in the past time.

1.4. Proposed research model and hypotheses

Based on the theory combined with the process of studying research topics on evaluating human resource recruitment as well as the recruitment process of Thua Thien Hue Road Management and Construction Joint Stock Company.

Each model has its own advantages and disadvantages, and each company will have different influencing factors. Therefore, in this topic, I use the following research model:

Recruit

Selection

Recruitment Evaluation

Internship and job placement

Overall satisfaction level

Research design

Figure 1.4: Proposed research model

(Source: Author's own construction)

Hypotheses for the research model:

H1 : The better the human resource recruitment, the higher the recruitment efficiency.

H2 : The better the human resource selection work, the higher the recruitment efficiency.

H3 : The better the training and human resource arrangement, the higher the recruitment efficiency.

H4 : The better the overall satisfaction level, the more effective the recruitment process.

High.

CHAPTER II: CURRENT STATUS OF HUMAN RESOURCE RECRUITMENT AT THUA THIEN HUE ROAD MANAGEMENT AND CONSTRUCTION JOINT STOCK COMPANY

2.1 Company Overview

2.1.1. Formation and development process

Company Overview

- Company name: Thua Thien Hue Road Management and Construction Joint Stock Company.

- Company headquarters address: A135 Pham Van Dong, Vy Da Ward, Hue City, Thua Thien Hue Province.

- License date: December 14, 1992

- Date of operation: December 14, 1992

- Business license: 3300100385

- Phone: 054.3823968 - fax: 054.3833698

- Email: hurapeco@gmail.com

- Form of capital ownership: Joint stock company, the state holds 51% of charter capital.

History of formation and development

- Thua Thien Hue Road Management and Construction Joint Stock Company, formerly a motorbike company - affiliated with Binh Tri Thien Transport Works Joint Stock Company. In 1989, after separating Binh Tri Thien province into 3 provinces: Quang Binh, Quang Tri and Thua Thien Hue. In January 1991, the motorbike repair workshop merged with Huong Thuy Irrigation Transport Enterprise to form Thua Thien Hue Road Management and Repair Enterprise II.

- On December 14, 1992, the People's Committee of Thua Thien Hue province issued Decision No. 847/QD-UB to transfer Thua Thien Hue Road Management and Repair Enterprise II to Thua Thien Hue Road Management Section II.

- On October 11, 2005, the People's Committee of Thua Thien Hue province issued Decision No. 3509/QD-UB, converting Thua Thien Hue Road Management and Repair Company II into Thua Thien Hue State-owned One-member Limited Liability Company Road Management and Construction Works.