Some Solutions To Improve Human Resource Recruitment At Vietnam Truck Corporation

Details on the candidate's ability to meet the job requirements, recruit the right person for the right job, avoid negative situations in recruitment, and miss out on potential candidates.

- Attract and retain employees by both material (salary, bonus) and non-material (benefits, promotion opportunities, working environment) methods.

3.2. Some solutions to improve human resource recruitment at Vietnam Truck Corporation

3.2.1. Perfecting the work of defining responsibilities at all levels in recruitment

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The company's management board must invest more effort, time, and finance in recruitment. The company's management board must direct and require the human resources department to strictly implement and complete job analysis and apply the results of job analysis to serve other tasks of human resources management. The management board encourages and creates conditions for all other departments and all employees in the company to cooperate, coordinate, and participate in job analysis. In addition, the management board needs to manage, urge, and supervise the company's job analysis process.

3.2.2 Completing the steps in the recruitment process

3.2.2.1 Make a detailed recruitment plan

Recruitment planning should be done specifically and in detail. Depending on each different recruitment period, the determination of the number of recruits, the number of applications to be attracted and the screening rate is different. Usually, each position will have different screening rates. The company should build a standard screening rate for the positions to be recruited, to have a screening rate in selection as follows:

So the recruitment work will have a basis to determine how many candidates the attraction process is.

In case the recruitment is not as attractive as required, the screening rate also needs to be changed. This change is important to help the company promptly have enough candidates to meet the recruitment requirements of the Company.

3.2.2.2 Create more attractive and detailed recruitment announcement content

To increase the attractiveness of candidates in today's fiercely competitive market, the Company should offer attractive incentives to recruit suitable people. In fact, applicants are often attracted by high salaries and bonuses, in addition to the company's policies and benefits for candidates.

Recruitment announcements need to be presented fully, concisely and uniquely to increase the effectiveness of the information reception process of job applicants.

The recruitment notice should include details of the job content based on the job description and requirements for the person performing the job. Specific requirements for professional qualifications, degrees, experience and skills. The requirements must be clear because this is the basis for screening applications and limiting unqualified people from applying.

3.2.2.3 Search for job applicants

Vietnam Truck Corporation is a large enterprise that has established a position in the field of truck business. In fact, the Company is also one of the leading companies in terms of labor productivity and profits for many years. Therefore, the salary that employees receive is also quite high. This is an advantage that the Company attracts candidates.

3.2.2.4 Evaluation of the recruitment process

Currently, the company's process does not mention this step. Therefore, to complete the recruitment process, it is necessary to perform this task. The content of the request after the end of recruitment, the organization needs to evaluate according to the following criteria:

- Does the number of candidates attracted meet the requirements?

- How well do candidates fit the job?

- The candidate's level of understanding of the job and organization after recruitment

- Is the cost of recruitment too high?

- Has the recruitment advertising been effective?

3.2.3 Completing the steps in the selection process

To make the recruitment process at the company more effective, the author would like to propose and add some ideas to improve the human resource selection process:

Step 1: Receiving and screening applications

The company should take this activity seriously, if only based on the information in the profile, it can lead to inaccuracies in the selection process. Therefore, to improve the accuracy of the profile reception process, the company should combine it with preliminary interviews with candidates. This will help the company check the accuracy of the information provided in the profile, candidates will be screened faster and more accurately, and reduce the time and cost of the selection process.

Screening resumes from the beginning requires the recruiter to develop specific, clear criteria to ensure objectivity and fairness in the selection process. Although there is a resume evaluation form, the evaluation criteria are common to all job positions.

Step 2. Selection interview

- For interviews, you should create an open atmosphere and limit pressure so that candidates can perform at their best. Before the interview, you should let the candidates

Candidates have the opportunity to learn about the company through an overview of the company and the position being recruited so that candidates have an overview of the company from which they can evaluate the level of suitability of the candidate with the company. Candidates who are truly suitable will have motivation, a good impression of the company and better preparation to participate in the direct interview.

- During the interview, questions should be asked that delve deeper into the candidate's professional knowledge. Situational questions should be evaluated more carefully to detect the candidate's ability to handle work, incidents, practical experience as well as the ability to react quickly to solve situations.

These questions help candidates reveal all their abilities so that the interview panel can understand the candidate and decide whether to hire them or not.

Step 3: Trial

During the past time, the company's probationary process has been relatively good. However, to further improve the effectiveness of this process, we should:

- Describe the job in detail and specifically to the candidate: Whether the probationary employee is a new graduate or has 2-3 years of experience, the first thing to do is to describe the job in detail and specifically to them. The company should use a clear job description, which states the main job objectives to be done; the relationships to be built; the employee's functions, responsibilities, and authority; working conditions, etc.

- Clearly define the criteria for evaluating probationary performance: Before an employee officially begins the probationary period, the first thing the company needs to do is clearly define how to evaluate work performance, including the scope and area of evaluation, goals to be achieved, time to complete the work, etc. Probationary goals must be clear and quantifiable. If the employee does not agree with these evaluation criteria, both parties should discuss until an agreement is reached.

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- Give quick and specific feedback: New employees often encounter

There are many difficulties during the probationary period, so the company needs to give them quick and specific feedback on their work. If they achieve something (even if it is small), praise and encourage them to gain more confidence. For things they have not done well, frankly give constructive feedback so they can try harder and always propose solutions, not just point out the problem.

- Provide all necessary conditions for employees. In order for probationary employees to demonstrate their full potential, the Company must provide them with all necessary working conditions, from computers, phones, necessary tools, etc. This must be done before employees come to work.

Step 4: Hiring Decision

After the probationary period ends, the department heads or the direct manager of the new employee will be responsible for evaluating the probationary results of the employee based on the evaluation criteria previously determined with the employee. Candidates who meet the requirements will be officially recruited by the company and sign a labor contract. At this time, they are truly an official employee in the company's human resources system. All activities during the probationary period cannot help them integrate into the company's environment. Therefore, the company needs to have an integration program to help them get used to the new working environment.

Step 5: Integrate new employees into the company's work environment

After the probationary period, the company will sign a long-term contract with the candidate. At this point, they are truly an official employee in the company's human resources system. The integration and orientation of new employees is an important step after the new employee has an official recruitment decision into the company so that the candidate understands the company's goals, policies, and guidelines.

Therefore, the Company needs to closely monitor and consider, arrange experienced staff to participate in the process of guiding, advising, and mentoring as well as arrange adequate working facilities for new employees. Those assigned to guide need to be truly enthusiastic in helping new employees get used to the job, helping them to be more confident in their abilities. Only then will new employees not be confused or discouraged in the new working environment, new employees will devote themselves to the development of the company and will be attached to the company for a long time.

3.2.4. Complete job analysis and evaluation as a basis for arranging and using human resources appropriately.

First of all, the company needs to pay attention to job analysis activities. The company's management should assign tasks to each staff member to carry out job analysis activities. This activity includes: planning the stages of job analysis, designing information collection forms, questionnaires, and sample questions to collect information, synthesizing the collected information, and drafting job analysis documents.

Job analysis provides necessary information about the requirements and characteristics of a job, which is the basis for developing a job description and job specification. Job analysis provides managers with a summary of the tasks and responsibilities of a particular job in relation to other jobs. This helps managers answer the following questions:

- Is the job you are recruiting for permanent or temporary?

- What specialized and special knowledge does the job require?

- Is it necessary to hire more people to do that job?

If so, does the employee have any other duties?

- What are the responsibilities, tasks and relationship with the organization?

- Standards on professional knowledge, health, experience...

What is the new job?

After accurately answering these questions, businesses can determine the optimal implementation steps such as recruiting or applying other methods suitable for each time and business opportunity of the business.

The staff conducting the job analysis needs to develop job analysis documents and then put these documents into use as a tool for human resource management.

The human resources department needs to coordinate with other departments, enlist their help, and inform employees of the meaning and purpose of job analysis and evaluation to avoid difficulties from employees.

Job analysis documents should be widely disseminated to employees and used for work and management processes.

Next, the company should pay attention to the work performance evaluation. The work performance evaluation should be evaluated thoroughly, objectively and have two-way interaction. Not only leaders evaluate employees, superiors evaluate subordinates, but there should be a reverse evaluation from employees to the management. However, Vietnam Truck Corporation is only evaluating work performance in a one-way way from superiors to subordinates, there is no two-way interaction. In order to improve the quality of human resources, and to evaluate work performance effectively and fairly, it is necessary to change the evaluation method.

Third, the work of arranging and using newly recruited human resources is extremely important, reflecting the quality of the recruitment work that the Company has done. In fact, some employees in the Company have not been assigned to jobs that match their majors. The Company needs to review the number of employees working in non-majors, and learn more about the needs and aspirations of those employees. If they have a need to work

If they are trained in the right field, they can be arranged to fill in the vacant positions. On the contrary, if they are familiar with their old job position and feel satisfied with the job, they can be retrained and regularly trained so that they can grasp the most basic and necessary knowledge, and update the latest knowledge about the job they are undertaking.

3.2.5. Some other solutions

Implement effective labor treatment regime

Salary is the main source of income for most employees in the Company, so it is necessary to ensure accuracy when calculating their salary. The Company should create conditions for employees to work overtime to increase income.

In addition, the company should add a form of bonus salary when exceeding the plan:

- Stimulate employees to work effectively. Ensure that signed contracts are always completed on time and products are of guaranteed quality, helping the company maintain its reputation in the market.

- The company's bonus level should have a clear regulation. It is necessary to distinguish the bonus levels according to the coefficient to accurately evaluate the level of dedication of each employee in the company. Currently, the company has not yet established a bonus regulation according to the evaluation coefficient, the company only has a bonus regulation for each group in the production workshop at a certain level.

- Reward, punishment and subsidy regimes are one of the basic measures to motivate employees and effectively use labor in each organization.

In addition, to motivate employees, it is impossible not to mention the ability of employees to advance. Employees who are capable, contribute many benefits to the company, and want to be promoted but do not receive support from the company, they feel discouraged and psychologically uncomfortable.

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