NHA TRANG UNIVERSITY
FACULTY OF ECONOMICS

GROUP ASSIGNMENT
Research topic: HUMAN RESOURCE RECRUITING

GROUP 1
1. Nguyễn Thị Phương Anh
2. Nguyễn Hoàng Khánh Ngân
3. Nguyễn Mạnh Tuấn (Leader)
4. Lê Ngọc Thảo Uyên
5. Đặng Huỳnh Tường Vân


Table of contents

I. Theoretical overview of Human Resource Recruiting..............................................................................................3
1. Human Resource Planning.....................................................................................................................................3
2. Recruiting Strategies and Sources.........................................................................................................................5
3. Setting Hiring Standards........................................................................................................................................7
4. Screening................................................................................................................................................................. 8
5. Signaling.................................................................................................................................................................. 9
6. Measures of effective recruiting...........................................................................................................................10
II. Human Resource Recruiting of VinFast................................................................................................................10
1. VinFast's recruitment strategies and sources.....................................................................................................10
2. Hiring Standards of Vinfast.................................................................................................................................12
3. The Screening Process in VinFast........................................................................................................................12
4. Signaling Recruitment of VinFast........................................................................................................................13
III. Recommendations to VinFast Recruitment..........................................................................................................14
References..................................................................................................................................................................... 15

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I. Theoretical overview of Human Resource Recruiting
1. Human Resource Planning
An important part of recruiting is planning. Carefully constructed recruiting plans not
only increase the chances of identifying the best workers but also reduce costs associated
with finding workers.
1.1. The Planning Process
Human resource planning is the process of forecasting employment needs. A proactive
approach to forecasting can help organizations become more productive.

 Step 1. Assessing Current Employment Levels
Assessing current employment levels, relies heavily on the organization’s
information system, with the most common systems being SAP and Oracle’s
PeopleSoft. These databases track employees and can generate reports showing
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where people are currently working. This information provides a snapshot summary
of the number of people in different positions.
 Step 2. Predicting Future Needs
Predicting future needs begins with assessing environmental trends (changing
consumer tastes, demographic shifts, and so forth). Based on these trends, a forecast
is made of expected changes in demand for services and goods. The overall goal of
the second step is to combine information from the environment with the
organization’s competitive objectives in order to forecast the number of employees
needed in particular jobs.
 Step 3. Predicting Employee Movement
Historical data is assessed to determine how many employees in each job category

can be expected to quit or be terminated during the next year. Measures such as quit
rates, average length of time in specific jobs, and rates of promotion are used.
 Step 4. Planning External Hiring
Determining the number and types of people to be recruited externally. This is
accomplished by combining the information from the first three steps. Information
from Step 2 is used to forecast the total number of employees needed in each
position, and information from Steps 1 and 3 is used to determine how many of the
projected positions can be filled by people already in the organization. The difference
between the number needed and the number available provides an estimate of the
number of new employees who will need to be recruited from outside the
organization.
1.2. The Benefits of Human Resource Planning
Careful planning allows organizations to act strategically rather than simply react to
changes. Good planning can eliminate many surprises. It can help to smooth out upward
and downward trends in employee count to reduce or eliminate those instances in which
an organization terminates good employees because of low need in certain areas only to
realize a few months later that it has openings to fill in those same areas.

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2. Recruiting Strategies and Sources
2.1. Employee Recruiting
Employee recruiting is the process of identifying and attracting people to work for an
organization. The basic goals of recruiting are to communicate a positive image of the
organization and to identify and gain the interest and commitment of people who will be
good employees.
2.2. Recruiting Strategies
There are two approaches used in business today: Broad versus Targeted skill scope.


 Broad Scope
This broad skill scope strategy focuses on attracting a large number of applicants.
Such an approach makes sense when a lot of people have the characteristics needed
to succeed in the job.
Broad scope recruiting is most often used by organizations with cost leadership
strategies. Organizations using the Bargain Laborer HR strategy hire a large number
of nonspecialized employees, who often stay with the company for only short
periods of time. Organizations using the Loyal Soldier HR strategy seek to keep
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employees for longer periods, but again, the employees do not need specialized
skills to succeed.

 Targeted Scope
The targeted skill scope strategy seeks to attract a small group of applicants who
have a high probability of possessing the characteristics needed to perform the
specific job. Such an approach makes sense when only a select few have what it
takes to perform the job successfully.
Targeted scope recruiting is most often pursued by organizations with a competitive
strategy of differentiation. People are hired because they have rare skills and
abilities, and only a small number of people actually have what it takes to succeed.
Targeted scope recruiting is thus optimal for organizations with both Committed
Expert and Free Agent HR strategies.
2.3. Recruiting Sources
The next aspect of strategic recruiting – Internal versus External sourcing.

 Internal Sourcing
Internal sourcing of recruits seeks to fill job openings with people who are already
working for the organization. Positions are filled by current employees who are

ready for promotions or for different tasks. These people have performance records
and are already committed to a relationship with the organization.

 External Sourcing
External sourcing of recruits seeks to fill job openings with people from outside the
organization. Primary sources of recruits are other organizations.
An extreme example of external sourcing occurs when organizations do not actually
hire people to fill positions. Positions may be filled by temporary workers, who are
people actually employed by an outside staffing agency. Another example of
extreme external sourcing is independent contractors, who have a relationship with
the organization but technically work for themselves.

 Other sources
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Organizations use a variety of sources to find job applicants. Sources such as
referrals from current employees are relatively informal, whereas sources such as
professional recruiters are more formal. Some of the various sources are as Job
Posting,

Employee

Referrals,

Print

Advertising,

Electronic


advertising,

Employment Agencies, and Campus Recruiting.

3. Setting Hiring Standards
The difficulty in recruiting for an employer is not the exposure of the most applicants, but
the problem of finding enough worthy applicants to take the time to review.
Some employer requirements for employees as following:

 High working spirit
If an employee is a responsible person and puts in the effort to complete the job,
they will always be one of the people with the highest plus points in the eyes of the
employer.

 Positive attitude
Working attitude reflects employees’ responsibility and character. The cheerfulness
and confidence when interviewing will partly show their working attitude before
employers.

 Good communication skills
 The ability to manage time
 Problem solving skills
Identifying the issue, coming up with solutions, implementing those solutions, and
evaluating their effectiveness.

 Have a team spirit
When employees work well in a group, it also means that they have put aside their
own personality, always trying for the team's goal. Highly appreciate team spirit
employees and will create many promotion opportunities for those employees.


 Confident
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 Ability to accept and learn from criticism
Being able to withstand the pressure of unfair or dispiriting criticisms while
motivating himself to work harder and better instead of giving up.

4. Screening
Screening is the process of reviewing job applications and involves scanning through the
resumes and finding the closest applicant who matches the job description. The screening
process is the most time-intensive facet of the hiring process.
Employers can identifying the right candidate from a large group by sorting resumes and
CVs based on priority order such as degrees, certifications, relevant experience,
expertise, technical capabilities, etc.
4.1. The importances of the screening process
The process of screening employees gives organizations an extra level of protection and
confidence in who they are hiring. It provides them with the full information they need to
make a decision about an applicant.
Screening is an extremely important process for any business to conduct, in accordance to
their relevant industry standards. It not only protects clients and other employees but
safeguards the future of your business not being put into the wrong hands.
4.2. The ways to do the screening process

 Do the screening from phone / video Interview
This is a quick, easy and convenient way to screen applicants. The phone or video
interview is employers first chance to leave a lasting first impression on their
potential employees.


 Psychographic testing
This is a very important step in the staffing process as the information revealed from
this assessment will help employers to know if their potential employees perform
and retain long term with the business or not?
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 Face-to-face Interviews
Personal interviews can take longer as this is the final step before the employer
makes a final assessment and makes a job offer. Final interviews may be conducted
by top management and are usually extended to a very small group of outstanding
applicants. The final selection should be agreed at this stage along with the selection
of the backup applicants.

5. Signaling
Signaling theory is offered as a framework to integrate the two attributional approaches
to Human Resource Management (HRM) focusing on HRM strength and HR attributions.
5.1. The role of Signaling
Signaling plays an important role in the labor market. An employer has little information
about a prospective employee, and cannot expect truthful answers if he asks whether the
applicant is intelligent, has leadership qualities, and is responsible. Instead, the applicant
must try to prove that he has these qualities.
In the area of applicant attraction, signaling theory has been used as a way to explain why
applicants may be drawn toward, or pushed away from an organization.
5.2. Recruiter's Decision
By giving reward packages, employers can encourage the proper applicants to apply and
reject the unsuitable ones. The maximum probation period should be 60 days. During the
probationary period, applicants will have practical exposure to the job, and will have the
opportunity to demonstrate their competence and professional qualifications. Enterprises
need to closely follow the applicant's probationary process to be able to assess the

applicant's suitability for the job position to be able to make a final decision.

6. Measures of Effective Recruiting
 Cost measures

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It includes the money paid for advertising, agency fees, and referral bonuses, and also
includes travel expenses for both recruiters and recruits, as well as salary costs for people
who spend time and effort on recruiting activities.
 Time measures
It assesses the length of the period between the time recruiting begins and the time the
new employee is in the position.
 Quantity measures
It focus on the number of applicants or hires that are generated through various recruiting
activities. It includes number of inquiries generated, number of job applicants, and
number of job acceptances.
 Quality measures
It is the extent to which recruiting activities locate and gain the interest of people who are
actually capable of performing the job. It includes assessments of how many applicants
are qualified for the job, as well as measures of turnover and performance of the people
hired.
 Cost per hire
It determines the expense incurred to find each person who is eventually hired. It is
calculated by dividing the total cost of a particular search by the number of hires it
provides.
 Cost per applicant
It assesses how much it costs to entice each person to submit an application for
employment. It is calculated by dividing the cost of a recruiting method, such as a

newspaper advertisement, by the number of people who respond.

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II. Human Resource Recruiting of VinFast
1. VinFast's recruitment strategies and sources
Like other organizations, VinFast also recruits both unskilled
and specialized skilled workers, their qualifications will be
suitable for different positions in order to bring value to the
organization.
1.1. Recruiting workers without specialized skills
These unskilled workers are usually those with a high school diploma or less. These
positions are often related to machines, physical strength, etc. The most obvious feature
of this job is the stereotype and little creativity. In this strategy, VinFast recruits the
following positions without qualifications and experience:
 Housekeeper
 Security staff
 Cashier
 Production workers, maintenance workers, quality inspection workers
1.2. Recruiting workers with specialized skills
VinFast recruits a skilled, trained, and experienced workforce to perform complex jobs.
Some positions need high expertise such as:
 Area sales manager
 Technicians
 Accountants and financial analysts
 Digital marketers
 Showroom director
1.3. Recruiting from external resources
For VinFast, recruiting from outside sources is key. For example, VinFast is recruiting

senior managers from major car manufacturers such as Tesla, BMW, Porsche, Toyota,
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and Nissan, thereby aiming to become a global smart electric car brand. Notably, the
position of Chief Growth Officer of VinFast America belongs to Mr. Jeremy Snyder. In
addition, Vingroup announced the appointment of Mr. Michael Lohscheller – who used to
hold the position of Vice President of Volkswagen US and General Director of Opel
Global - to take on the position of Global General Director of VinFast (CEO).
1.4. Some various sources of Vinfast
VinFast posts its recruitment information on various platforms such as Facebook, job
agency websites (Indeed, Vietnamworks,...), or posts information on the company's
official website (Vinfastauto).

2. Hiring Standards of VinFast
VinFast is a large enterprise with a strict recruitment process, however, VinFast also has
mandatory requirements that a applicant needs.

 Professional ability
This is a must-have, not only when applying for a job at VinFast but also at any
company. When applicants have high professional ability, extensive knowledge,
they will be able to complete the job in the best way.

 Seriousness and enthusiasm at work
No recruiters will want to hire superficial, lazy, and unenthusiastic applicants. So
working attitude is very important. There are many recruiters who say that they
want to recruit people with a positive, serious and demanding working attitude
rather than someone who always knows how to hide and be passive at work.

 Carefulness, hard work

For those with less expertise, they can improve their knowledge every day. This is
shown directly through the industriousness and carefulness of the applicant's
personality. Therefore, if the applicant is not too excellent at work, he/ she can make
up for it with his/ her hard work, thoughtfulness and care.
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3. The Screening Process in VinFast
 Step 1: Submission of documents
The application is submitted directly at the office in Hanoi or via email of the company.
Direct application dossiers include: Job application form, curriculum vitae, health
certificate,... If applying online, applicants just need to send their CV to the recruiter via
email.
 Step 2: Filtering applications
The human resources department of Vinfast recruitment will conduct a filtering process
to select the most suitable profiles for the position being recruited. The profiles of
suitable applicants will be contacted by the Recruitment department to take part in the
test and interview.
 Step 3: Interview to select employees
The HR department will review and re-check some information in the profile to assess
the accuracy and suitability of the applicants.
 Step 4: Evaluation and decision
The company's leadership will review and approve to make the final decision. This
decision is made based on applicants’ experience and ability to fit the company culture.
 Step 5: Probation process
This is the time when applicants will be directly exposed to the job, the opportunity to
show that their qualifications and capabilities can meet the job requirements. If
applicantsperform well, they can shorten their probationary period to less than 2 months.
 Step 6: Decision to recruit as an official employee of Vinfast
After the applicant's probationary period ends, if applicants perform well, Vinfast will

give the final results to select the right person for the job.

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4. Signaling Recruitment of VinFast
Vinfast's leadership will examine, authorize, and make a final decision following the
screening, interviewing, and selecting procedures. The applicant's experience and ability
to adapt to the business culture are factors in this selection. If applicants are chosen,
Vinfast's recruitment staff will contact them through email or phone to discuss salary,
remuneration, and receipt date.
 Probationary Period
The applicant must complete the first probationary period at the company after
receiving the recruitment notice. This is an opportunity for applicants to interact
directly with the position and demonstrate that their skills and abilities can fulfill
VinFast's employment requirements. The employee and VinFast will sign a
probationary contract after being notified of their hiring. The standard probationary
period is two months, however if the applicant is exceptional, the period can be
reduced to less than two months.
 Recruiter's decision
After the applicant's probationary period expires, if he/she is accepted, Vinfast will
give the final result in selecting the right individual for the job. The final task of this
recruitment process is to sign a formal contract with the applicant. Depending on
the position, the contract can apply from 6 months to a year.

III. Recommendations to VinFast Recruitment
Some solutions to improve VinFast recruitment policy as following:
1. Be more proactive and focused on finding potential employees at competitions and
recruitment programs at universities organized by other organizations or by VinFast
itself. This helps the company save time, costs and have the opportunity to approach

talented applicants in the future.
2. Enhancing dissemination activities about the benefits that VinFast will bring when
employees work for them. Not only put on the media, but also put into the exchange
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and discussion sessions with students at universities, this helps to increase the
commitment and trust for potential applicants to the business.
3. During the recruitment process, VinFast needs to set criteria on skills and expertise
that are directly related to the job position they hold, avoiding professional
questions of other positions.
4. Improve the quality of the competency assessments, and pay more attention to the
creativity and sharp thinking of the appicants to assess the applicants' ability to
handle real situations.
5. Re-verify the information on the applicant's CV to confirm the accuracy of the
information they have written by talking to their former institutions.
6. Give feedback to all applicants, including successful candidates and unsuccessful
applicants, this reduces the anxiety of unsuccessful applicants, and creates
sympathy for those applicants in another application.

References
1. Documents
 Human resource management – Linking strategy to practice
 Personnel Economics for Managers
2. Other resources
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