MINISTRY OF EDUCATION AND TRAINING
HCMC UNIVERSITY OF FOREIGN LANGUAGES AND INFORMATION TECHNOLOGY
DEPARTMENT OF INTERNATIONAL BUSINESS ADMINSTRATION

GRADUATION PAPER

SOLUTIONS TO IMPROVE EMPLOYEE
RECRUITMENT AND SELECTION
WITHIN VIETTEL TELECOM
CORPORATION HO CHI MINH BRANCH

Student's name: NGUYEN TRAN VIET HUAN
Class: KDllOl
Student's code: llDH490133
Advisor: PHAN THI CONG MINH, MBA .

•

June, 2015
,


ACKNOWLEDGEMENT

This research, Solutions to improve Employee recruitment and selection within Viettel

Corporation, has been composed to investigate the matter of attracting and choosing new
employees who come to work for Viettel . In preparing this research, I have been carefully
attached to the guided structure provided in the book "Human Resource Management"
published by Department OfInternational Business Administration, HUFLIT University.

Although this report covers many different areas of the topic, its mam point is on
determining the internal and external policies that have an impact on deciding how to accept
new workers and classify them by their ability and personality.

I would like to express my big thank to my family, my parents who have always supported
my from the very beginning days of conducting this reserch, without whose caring and
support I could not have completed my study.

Also, I would like to sincerely acknowledge the valuable critical assistance given to me by
my instructor Mrs. Cong Minh Phan Thi (MBA), a dedicated lecturer in IBA Department,
HUFLIT University who contributed guidelines, suggestions, corrections, comments to the
completion of this research.

Special thanks are Mr. Van Chinh Nguyen (Deputy head of Human Resource Department
of Hoc Chi minh Branch), Mr. Chinh Viet Nguyen (Human Resource Specialist) for their
deep explanation and instruction. And last but not least, I would like to offer my special
thanks to my friends and other people who supported my research and carried out my
questionnaire.
Your sincerely,

Nguyen Tran Viet Huan


,----------------------_._-----

ASSESSMENT COMMENTS
......................................................................................................................................................

Ho Chi Minh City,


June 2015


NH~N XET eVA eo QUANTHl)'e T~p
(Cbi nbanb Victtcl Tp.H.3 Chi Minh)

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Tp.H 6 Chi Minh, ngay 7 thcmg 6 nam 2015

••


ABSTRACT

Viettel is a military-government-based

telecommunication

corporation, trading in many

markets of the economy such as network infrastructure, mobile phone and internet service,
IT product retail, real estate and even military equipment. This is such a large and
sophisticated enterprise that attracts thousands employees to its branches over the nation and
foreign investing countries. As part of an effort to understand the success of this company in
attracting and maintaining sufficient number of employees , this present research unveiled
the recruitment and selection of human resources in Viettel Telecom Corporation in recent
years and with generally analysis it aimed to scope to the more detailed location - Ho Chi
Minh branch. This research was performed by an undergraduate researcher who applied to
work in Viettel telecom - Ho Chi Minh branch as an intern over the 2 month time length.
Observation and in-depth interview were also applied to explore in more detail the way they
seek and filter new applicants. Results indicated that Viettel has applied effective recruiting
and selecting procedures, it has been such an appealing place to work for towards people
from over the country. This research also recommended out some additional aspects of

recruiting and keeping employees to help create employee's loyalty and a good sample in
human resource management among big corporations.


I

TABLE OF CONTENTS
ABSTRACT

ACKNOWLEDGEMENT

I. INTRODUCTION

1

1.1 Background information of telecommunication

1

1.2 Viertel corporate from ground-up

4

1.3 Research problem

5

II. LITERATURE REVIE W

7


2.1 Human Resource Management

7

2.2 Recruitment theories
2.2.1 Factors affecting Recruitment
2.2.1a. Internal factors

10
11
11

Human Resource Planning

11

Promotion Policies

11

Firm's Knowledge of Employees

13

Nepotism

12

2.2.1 b. External factors


12

Labor Market Conditions

12

Legal Considerations

13

Corporate Image

13

2.2.2 Internal recruitment methods

13

2.2.3 Internal recruitment sources

14

2.2.4 External recruitment methods

14

Advertising
Private and Public Employment Agencies


14
.


Recruitment and Selection in Viettel Group

Recruiters

15

Special Events

15

Internship

16

Executive Search Firms

16

Professional Associations

16

Employees' Referrals

17


Unsolicited Walk-in Applicants

17

Open Houses

17

Event Recruiting

17

Virtual Job Fairs

18

2.2.5 External recruitment sources

18

High Schools and Vocational Schools

18

Colleges and Universities

18

Competitors and Other Firms


19

The Unemployment

19

Older Individuals

19

Self-employed Workers

19

2.3 Selection theories

20

2.3 .1 Factors affecting selection

20

Legal Considerations

20

Speed of Decision Making

21


Organizational Hierarchy

21

Applicant Pool

21

Type of Organization

21

Probationary Period

22

2.3.2 Selection process

23

2.3.3 Selection tests

24

Cognitive Aptitude Tests

24

Job-Knowledge Tests


24

Personality tests

24

2


Recruitment and Selection in Viettel Group

III. METH 0 DO LOG Y

25

3.1 Research obj ective

25

3.2 Research method

26

3.3 Research process

26

3.4 Research scope

27


3.5 Research limitation

27

IV. DATA ANAL YSIS

28

4.1 Branch organizational chart

29

4.2 Current personnel statistic figures at Ho Chi Minh Branch

30

4.3 General recruitment regulations in Viettel Telecom Corporation

31

4.4 Recruitment sources in Viettel Group

33

4.4.1 Talent recommendation

33

4.4.2 Recruitment sources


33

Integrated schools/universities/colleges

33

Recruitment website

34

Posters

34

Media Posts

34

Internal communicating channels

34

Integrated universities

35

Job day

35


Integrated military affairs

35

Direct contact

35

4.5 Selection methods

35

IQ test

35

Foreign language test

36

Personality checklist

36

Written test.

36

Oral test (Interview)


36

3


Recruitment and Selection in Viettel Group

Customer interaction

37

Practi ces

37

Selection requirements

37

Selection after recruitment..

37

4.6 Recruitment and Selection process

39

4.7 Unique features ofViettel Human Resource Management


41

V. RECO MMEND ATION

43

5.1 Recruitment strategies

43

5.2 Employer branding strategy

44

5.3 Intensive campus recruitment and recruitment process

45

5.4 Tighten the recruitment standards to aid to the selection

45

5.5 Maintain a good relationship between the employers and employees

46

VI. CON CL USI 0 N

48


VII. RE FE REN C E

.•.......................................................

50

I.............................. 56

IX. AP PEND IX
1 Internship approvaL

56

2 Internship schedule

56

3 Recruitment documentary forms and templates

56

4


Recruitment and Selection in Viertel Group

LIST OF FIGURES

..


Figure 1.1: Vietnam Telecommunication

Market Share (2012)

3

Figure 1.2: Average annual troop strength (2007-2012)

5

Figu re 2: Selection p roced ure

23

Figure 4.1 Organizational

29

Chart (Ho Chi Minh Branch)

Figure 4.2.1 Gender structure

Chart 4.2.2 Educational

in Viettel Ho Chi Minh branch

level among current employees in Ho Chi Minh

Bra n ch


Figure 4.5 Recruitment

30

31

procedure in Viettel...

5

39&40


Recruitment and Selection in Viettel Group

EMPLOYEE RECRUITMENT AND SELECTION IN VIETTEL TELECOM
CORPORATION - HO CHI MINH CITY BRANCH

I. INTRODUCTION

1. Background information

Before

the

emergence

telecommunications


of the

Internet

and

other

data

network

services,

has played in very important role in sustaining human's ways

of interactions. There was a time of hand-writings and letters exchange when people
had to wait for days or weeks, or even months to receive a message. Then came up
the facsimile service which helped faster information

exchanging but despite

today's use of facsimile servicers, its capability is somehow limited and not so
dynamic. Since the beginning of the first telephone (and earlier the telegraph), it has
enabled mankind to an application of technology allowing people to communicate
at a distance by voice. The technology has come a long way since then to the point
when it is not exaggerated

to admit the significance


of telecommunications

technology in human's lives, and of course, in business. Telecommunication

is an

essential tool for business because it enables companies to communicate effectively
with customers and deliver high-quality

services. It is also a key element in

teamwork, allowing employees and employers to collaborate easily no matter where
they are on Earth. From telephones, facsimile, television, Internet and different
kinds of date network services, telecommunication

technology is considered a

central nervous system to a large or small business.

Telecommunication
field

of

service in Vietnam is among the new and young established

technology

Telecommunications


comparing

to

those

of

developing

countries.

in Vietnam include the use and provision of telephones, radio,

television and internet. Telephones and radio are the two first communicating
services emerged in Vietnam and we are still putting considering efforts into

1


Recruitment and Selection in Viettel Group

modernization and expansion of the system though its performance is still a bit lag
behind that of its more modem neighbors. All provinces are digitalized and
connected to Hanoi, Danang and Ho Chi Minh City by fiber optic and microwave
radio relay networks. Main lines have been substantially increased and the use of
telephones

(both


fixed lines and mobile

phones)

is growing

rapidly.

The

telecommunication market were opened to competition in 1995 starting with mobile
services and this market began to speared out of the country for different network
providers in 2000.

Mobile networks in Vietnam are quite a big cake for network providers with
infrastructures basic from nearly nothing and anyone who can create the strongest
and biggest operation network can dominate the telecom market. Telecom networks
are now provided by different players including Viettel Mobile (directly under
Viettel Corp.), Mobi Fone (directly under VMS), VinaPhone (directly under VNPT),
S-Fone (directly under CDMA S-Telecom), Vietnammobile (ex-HT Mobile) and
Beeline (directly under G-Tel).

2


Recruitment and Selection in Viettel Group

Figure 1: Vietnam Telecommunication

Market Share


(2012)
3%0%

Viettel
II Vinaphone
iii

MobiFone
Vietnamoblie

II Beeline
iii S-Fone

Source: Gafin.vn (4 Jan 2013)

Television services or Broadcast Media is controlled by the government through the
Ministry of Information and Communication. The government-controlled

national

TV provider - Vietnam Television - operates a network of 9 channels with several
regional broadcast stations in many cities and provinces. Vietnam law limits access
to satellite TV but households are able to watch foreign programs via home satellite
equipments.

Basic internet service has existed in Vietnam in the early 90s with the first Internet
Service Provider (ISP) ran its business in 1997. Despite the low speed of internet
usage in comparison with other countries in Asia, connectivity has dramatically
leapt forward over the past few years.


3


Recruitment and Selection in Viettel Group

1.2 Viettel Group

Talking about business aspects of telecommunication

technology, given a smaller

scope to the country of Vietnam, Viettel Group is one of the fastest-growing
telecommunication

(or short term: telecom) operators in Vietnam. Although it was

not the first telecom operator running business in Vietnam and being a runner-up
the game of networking infrastructure, with the year-over-year revenue doubled
during 7 consecutive years from 2005 to 2012, it is now listed among the world's
fastest growing telecom operator and is placed among the top 15 telecom companies
in terms of cellular connectors by GSMA's Wireless Intelligence.

Founded in 2004 with the first headquarter in Hanoi (after some time being under a
branch business of the Ministry of Information and Contact belonging to the
Ministry of Defense from 1989), Vietnam, up to May 2012, Viettel Mobile has been
ranked nO.I in the country's penetration rate in mobile network with 37.72 million
subscribers with 40% market-share comparing to the other 5 network operators. The
company


ownership

belongs to Viettel

Group, which has over 6 business

subsidiaries and joint-ventures: Viettel Military Telecommunications Group, Viettel
Distribution, Viettel New Service Development, Viettel Post, Viettel Investment
and Real Estate, Viettel International Investment, and Viettel Football Training
Center.
Domestically, Viettel has the largest network coverage in the country, even in the
furthest and most isolated regions and more surprisingly over Vietnam's islands.
Viettel Mobile has won Most Popular Operator in three consecutive years of 2005,
2006 and 2007Vietnam Mobile Awards.

Internationally, Viettel has successfully developed telecommunication

services in

Laos, Cambodia, Haiti, Mozambique, Peru, Cameroon and one more country to de
invested in 2015, 4 of those Viettel has dominated the mobile network and been the
strongest mobile operators.

4


Recruitment and Selection in Viertel Group

Company overview
- State-owned, military-based telecom corporation

- Incorporated on 1 June 1989
- Headquarter located in Hanoi, Vietnam
- Current CEO: Mr. Nguyen Manh Hung
- Products: Mobile network, telecom services
- Number of employees: 80,000
- Revenue: VND196.650 trillion ($9.36 billion) (2014)
- Net income: VND 45 trillion ($2.11 billion) (2014)

Industry development
- Joined Vietnam telecom market in 2000 as the fourth entrant.
- Introduced 3G networking in early 2010.
- Providing video-caB, 3G mobile broadband, internet TV, online music ...
- Producing mobile phones in 2012 incorporated with China's Huawei caBed Viettel
phones
- In 2013, experimented military-grade radio equipment and Unmanned-militaryAircraft (UAVs)

Figure 1.2: Average annual troop strength:

Year

2007

2008

2009

2010

2011


2012

8.000

13.000

18.330

23.000

25.000

24.789

Number
of
employees

1.3 Research problem
Having built over strong foundation guidance by the government, Viettel now has
more than 80,000 employees (2015) and pays an average salary of 15 million VND

5


Recruitment and Selection in Viettel Group

per month (2014), a total of 5.4 trillion VND per year. The problem is how to apply
a suitable recruitment process into Vietel Telecom Corporation, which will be
resulted from following these steps:

•

Reviewing

Human

Resource

Management

theory

including

employee

recruitment and selection.
•

Applying for internship in Viettel Group at Ho Chi Minh branch

•

Gathering information and note taking

•

Observing and practicing personnel tasks

•


Discussing and acquiring data and figures

•

Analyzing, comparing and making recommendations

For the scope of this research, the writer will move readers of attention to the Ho
Chi Minh representative

branch of Viettel, which has almost the same human

resource model and system as the head quarter in Hanoi. However, with smaller
scale and less number of people, it is easier and less bureaucratic issue to deal with
while conducting the study.

6


Recruitment and Selection in Viettel Group
II. LITERATURE

REVIEW

2.1 Human Resource Management
Human Resource Management is a function in organizations designed to maximize
employee performance in service of their employer's strategic objectives.(Johnason,
2009). In other word, human resource management is the utilization of individuals
to achieve organizational objectives. Basically, managers get things done through
the efforts of others so this fact requires managers to have effective human resource

management. Today's human resource management problems and opportunities are
enormous and appear to be expanding. (R Wayne Mondy & Robert M. Noe & Shane R.
Premeaux, 2001). To look at Human Resource in a macro level, talking about its
business

function,

it includes

five major tasks:

Staffing,

Human

Resource

Development, Compensation and Benefit, Safety and Health , and Employee and
Labor Relations.

Staffing

Staffing is a process through which an organization ensures that it always has a
sufficient number of employees with the appropriate skills in the right jobs at the
right time to achieve the organization's
analysis,

human

resource


planning,

objectives. This process includes job
recruitment,

and

selection.

Individual

companies or even large corporate should make sure their workforces are always
productive for short-term and long-term business run.

Job analysis works as a process of identifying and determining the skills, tasks,
duties and knowledge required for performing jobs. It affects the human resource
planning, recruitment and selection. Human resource planning (HRP) is the process
of reviewing the personnel requirements, which ensures that the required numbers

7


Recruitment and Selection in Viettel Group
of employees with the required skills are available when needed. The recruitment
and Selection process will be discussed further later on in this research.

Human Resource Development (HRD)

Human Resource Development is a major HRM function. It consists not only of

training and development but also individual career planning and development
activities, even performance appraisal, which emphasizes training and development
needs. Specifically, Training is designed to provide learners with the knowledge and
skills needed for their current jobs. Development involves learning that goes beyond
today's job, it aims at long-term focus.
Career planning is an ongoing process where an individual sets career goal and
identifies the means to achieve them. Career Development is to ensure that people
with the proper qualifications and experiences are available when an organization
needs. Individual careers and organizational needs are not separate and distinct.
Firms should keep tract of employees in career planning so the needs of both can be
satisfied.
Another

aspect

considered

quite necessary

is performance

appraisal.

This

determines and evaluates how well employees and teams are performing their
assigned

tasks. Performance


appraisal

gIves employees

the opportunities

to

capitalize on their strengths and overcome identified deficiencies, and therefore
becoming more satisfied and productive workers.

Compensation and Benefits

It has always been a plague since workers had asked to pay them a fair's day work
for such a long time. An effective compensation system provides employees with
adequate and equitable rewards for their contributions to meeting organizational
goals. From this definition onward in this research, the term compensation is about
all rewards that individuals receive as a result of their employment. The reward

8


Recruitment and Selection in Viettel Group
could be one or a combination of the following: Pay (the money a person receives
for performing a job), Benefits (additional financial rewards, rather than base pay,
including paid vacations, sick leaves, holidays, and medical insurance),
financial

rewards


(non-monetary

rewards,

such as enjoyment

and Non-

of the work

performed or a satisfactory workplace environment that provides flexibilities).

Safety and Health

Protecting employees from injuries or damages caused by work-related accidents is
called Safety. Health refers to the employees' freedom from illness and physical and
mental well-being. These aspects of the job are very important because working in a
safe environment and ensuring good health brings the higher productivity and yields
more long-term benefits to the organization. Therefore, a prospective manager
should have long advocated and implemented adequate safety and health programs.
Nowadays,

for social concerns

and under public pressure

and government

legislations, most organizations have been attentive to their safety and health I.


Employee and Labor Relations

Employee
developing,

and Labor

Relations

maintaining

assists with general

and improving

employee

management

relationships

regarding

through

such

channels as communication, performance management, processing grievances or
disputes as well as interpreting and conveying organizational policies. Essentially,
employee and labor relations deal with preventing and resolving problems involving

employees which arise out of or affect work situations. Moreover, employee
relations recognize employees for their service contributed to the company and
community

provides

assistance

with firm's

economic

growth.

Additionally,

employee and labor relations are responsible for negotiating and administrating
certain agreements for the employee union in an organization.
I

The managers,

The key law in the area of health and safety is Occupational Safety and Health Act of 1970.

9


Recruitment and Selection in Viettel Group

supervisors and staff having difficulties


III

their work environment are warmly

encouraged to contact the employee relation officer or manager for assistance and
helpful guidance.

2.2 Recruitment

Recruitment is the process to find and hire the best-qualified candidate (from within
or outside of an organization) for a job opening, in a timely and cost effective
manner. In such a multinational corporation like Viettel, recruitment becomes a
critical process of providing labor force for the company. It is also the process of
attracting individuals on a timely basis, in sufficient numbers, and with appropriate
qualifications,

and encouraging them to apply for jobs within the organization.

Recruitment can be undertaken in-house by managers, human resource generalists
and/or recruitment specialists. Alternatively, parts of the process may be carried out
by either public-sector agencies, or commercial recruitment agencies or specialist
search

consultancies.

Nowadays,

the


internet-based

services

and

computer

technology are used to support recruitment activity and process has also become
popular and widespread. The recruiting process is also implemented to ensure hiring
managers comply with policies, such as affirmative action, equal opportunity
employment and non-discrimination.

As stated by K., Rashmi T. (2010, 11), one of the precise definitions of recruitment
is: "The activity that generates a pool of applicants, who have the desire to be
employed by the organization, from which those suitable can be selected" (Lewis,
1985). In other words, recruitment is considered as a stage that attracts candidates
who have interests in working for the organization. Subsequently, it helps to create
a precise list of candidates by picking out the most qualified applicants. When an
organization gathers the suitable qualified candidates for their needed position, a
careful and closely-managed job analysis should be conducted as a very important
task in choosing out the best applicant for each certain vacancy.

10


Recruitment and Selection in Viettel Group

2.2. 1 Factors affecting Recruitment


2.2.1 a. Internal [actors:

Human Resource Planning

Most of the time, a firm cannot attract prospective employees in sufficient numbers
and with the required skills overnight. Examining available sources of recruits and
considering them all to choose the most productive sources and methods for
obtaining them always takes lots of time and other resources. After identifYing the
best alternatives, the human resource short-time and long-term plans are to be made
by personnel specialists to report to human resource manager for approval before
the whole can be carried out, aiming at finding the sufficient number of workers in
the coming years.

Promotion Policies

An organization's

promotion

policy can also have a significant

impact on

recruitment. It can pressure a policy of promotion from within its own ranks or a
policy of filling positions from outside the organization.

One other policy is

Promotion from within (PFW). It is the policy of filling vacancies above entry-level
positions with current employees. When a firm puts the stress on promotion from

within, its workers have an incentive to strive for advancement. That means when
employees see co-workers being promoted, they become more aware of their own
opportunities. This can create a kind of motivation that often improves employees'
morale.

11


Recruitment and Selection in Viettel Group

Firm's Knowledge of Employees

One of advantages of internal recruitment is that the organization is usually well
aware of its employees' abilities. An employee's job performance may not, by itself,
be reliable criterion for promotion. Nevertheless, many of the employees' personal
and job-related qualities will be known. Each employee has a track record to be
unknown quantity. Besides, the company's investment in the individual may yield a
higher return. Another positive factor is the employee has already known the firm,
its policies, and its people.

Nepotism

Employees of relatives may also affect firm's recruitment efforts. This content of
such policies varies widely, but it is not uncommon for companies to have antinepotism policies that do not encourage the employment of close relatives. Since
internal alternatives to hiring additional employees are considered but determined to
be inappropriate, organizations-with

due consideration to environmental factors-

tum to recruitment to attract potential employees' relatives and acquaintance and

encourage them to apply for vacant positions.

2.2.1 b. External factors:

Labor Market Conditions

As the most recent statistic in January 2015 has revealed 2.1% of Vietnamese
people in the age of labor force is unemployed (State Bank of Vietnam). Since this
number seems quite low, business managers have to conduct creative approaches to
recruitment; more efforts must be given to explore new sources to find suitable
individuals. In contrast, when the unemployment rate in the organization's

labor

market is high, the firm's recruitment process may be simplified to attract more

12


r-~~~~~~~~~~~~~~~~~~~~~~~--

----

Recruitment and Selection in Viettel Group

qualified applications to the company. Because local labor market conditions are of
primary importance in recruitment, accurate employment data from some official
governmental research firms can be extremely useful.

Legal Considerations


Legal matters also play a big role in the recruitment practices throughout the
country. The individual and the employer first make contact during the recruitment
process to have certain agreements

on some basic working

conditions and legitimate matters. Non-discriminate

responsibilities,

practices at this stage are

definitely essential.

Corporate

Image

The organization's image is another important factor that can change recruitment. If
applicants can have a feel that their employer deals with them fairly, positive wordof-mouth support they provide is a great source of value to the firm. It assists in
establishing credibility with prospective employees. The firm with a positive image
is said to be a good place to work among its industrial competitors, and its
recruitment efforts are often greatly enhanced.

2.2.2 Internal Recruitment

Methods

Job Posting and Job Bidding


Job Posting

and Job Bidding

are two ways that a firm uses its internal

communicating channels to transfer news or announcement about job and position
vacancies to all of its employees. Job posting is a procedure for informing currentlyactive employees within the company that a job wanted exists; it is to inform
internal employees that there is a vacancy available. This can be done by memos or

13


Recruitment and Selection in Viettel Group

notes on employee notice board, the company intranet and emails to all supervisors
and then these people can do the same to his/her subordinates below.

Job bidding is a procedure of receiving requests and encouraging workers who think
that they have the ability to fulfill the new job requirements to apply for the desired
positions. The job posting and job bidding procedure can help clear away the
common complaint that current workers never hear of a job opening until it has
been filled. It reflects an openness and fairness among people in a company that
most employees generally value highly.

2.2.3 Internal Recruitment Sources

Internal recruiting can be drawn from people who are currently working in the
organization,


performing beyond expectation and showing good willingness to

move further in his or her career.

Another source can be from internship students or employees under probationary
period. These people are initially checked about personality and references and are
about to become official workers for the firm; reviewing them and offering them for
a new position before going out and attracting people from outside will cut down
the time and cost to set up a new recruitment process.

2.2.4 External Recruitment Methods

Advertising

Advertising is one way of showing the firm's employment needs to the public
through media such as radio, newspaper, television, and other social publications.
Firms should give job seekers a reflective picture of the job and the organization;

14


Recruitment and Selection in Viettel Group

emphasize the job's unique qualities; and how an applicant is to respond: in person,
by telephone, online registration or email or fax submission.

Private and Public Employment

Agencies


An employment agency a business entity that trades with firms to provide labor
force for them. On the other hand, the agencies also take money from job seekers
and in return, guide them or assist them to successfully contact and meet with the
personnel officer in a company that is in need of workers.

Recruiters

Recruiters are people who go to schools and seek candidates for jobs. Recruiters
most commonly focus on technical and vocational schools, community colleges,
colleges, and universities. The key contact for recruiters on college and university
campuses is often the student placement director. This person is an excellent
position to arrange interviews with students possessing the qualifications desired by
the firm.

Special Events

Special event is a recruitment method that involves an effort on the part of a single
employer or group of employers to attract a large number of applicants for
interviews. One example of special events is job fairs. This can bring together
applicants and representatives of various companies. A primary advantage of job
fairs is the opportunity to meet a large number of candidates in a short time. It also
offers the potential for a much lower cost per hire than traditional approaches.

15