PAGE 1

CONTENT

1INTRODUCTION

CHAPTER 1. LITERATURE REVIEW21.1. Definition of recruitment and selection21.2. The role of recruiting and selecting employees31.3. Planning for and recruiting human resources31.3.1. Personnel policies41.3.2. Recruitment sources51.3.3. Recruiter traits and behaviors71.4. Selecting employees and placing them in jobs71.4.1. Selection process71.4.2. Job applications and rsums81.4.3. Employment tests and work samples91.4.4. Interviews101.4.5. Selection decisions11CHAPTER2. RECRUITION AND SELECTION ACTIVITIES AT VIETNAM BANK FOR AGRICULTURE RURAL DEVELOPMENT (AGRIBANK VIETNAM) SOC SON BRANCH122.1. Generals of Agribank Vietnam122.1.1. Agribank Vietnam122.1.2. Soc Son branch132.2. Recruiting and Selecting employees at Agribank Soc Son142.2.1. Organisation chart142.2.2. Job description192.2.3. Recruitment policies202.2.4. Recruitment process212.2.5. Selection methods232.2.6. Labor contract242.3. Evaluation of recruitment and selection actitivities at Agribank Soc Son242.3.1. Strengths242.3.2. Weakneeses25CHAPTER 3. RECOMMENDATIONS TO IMPROVE RECRUITMENT AND SELECTION ACTIVITIES AT AGRIBANK SOC SON263.1. Development plan of Agribank Soc Son263.1.1. Business plan263.1.2. Human resource management plan273.2. Recommendations proposed to Agribank Soc Son283.2.1. Pushing up computing training program for officers and employees283.2.2. Concretizing job description283.2.3. Diversifying recruitment sources293.2.4. Diversifying ways of advertising recruitment information303.2.5. Improving selection methods303.2.6. Innovating selection criteria323.2.7. Evaluating recruitment results32CONCLUSION34REFERENCES35

LIST OF FIGURES AND TABLES

Figure 1.1. Human resource management practices4Figure 1.2. Human resource planning5Figure 1.3. Three aspects of recruiting6Figure 1.4. Selection process10Figure 2.1 Organisation structure17Figure 2.2 Job analysis21

Table 2.1 Report in June, 201416Table 2.2 Report of the number and quality of staff in first six months of 2014 Soc Son branch19Table 2.3 Recruitment criteria22

INTRODUCTIONHuman resource always plays an important role in operating any organization. An organization can only function effectively when its employees perform well their job, constantly develop their ability to work and try their best for the overall development of the company. To have a high quality workforce, the organization must ensure the implementation of good human resource management, strategy including from reasonable recruitment, work assignment, performance evaluation and remuneration policies. One of the most important functions of human resource management is recruitment and selection activities which decide the quality of the staff and the companys business performance. Through recruitment, managers can find out the right candidates for the right position. To improve the efficiency of business operation, the company need establishing and implementing appropriate recruitment and selection policies.In fact, many enterprises have not been fully aware of the important role of human resource as well as recruitment and selection activities which lead to lack of effectiveness and efficiency in human resource management. Therefore, during my internship, I decided to choose the topic: Recruitment and Selection activities at Agribank Vietnam Soc Son branch for this report.The report will be divided into three parts:

CHAPTER 1. LITERATURE REVIEW

CHAPTER 2. RECRUITMENT AND SELECTION ACTIVITIES AT AGRIBANK VIETNAM SOC SON BRANCH

CHAPTER 3. RECOMMENDATIONS TO IMPROVE RECRUITMENT AND SELECTION ACTIVITIES AT AGRIBANK SOC SONCHAPTER 1. LITERATURE REVIEW1.1. Definition of recruitment and selectionHuman resourcesis the set of individuals who make up theworkforceof anorganization,business sector, oreconomy. "Human capital is sometimes used synonymously with human resources, although human capital typically refers to a more narrow view (Source: Fundamentals of human resource management / Raymond A. Noe . . . [et al.].4th ed.).The challenges faced by Dominos are important dimensions of human resource management (HRM), the policies, practices, and systems that influence employees behavior, attitudes, and performance. Figure 1.1 emphasizes that there are several important HRM practices that should support the organizations business strategy: analyzing work and designing jobs, determining how many employees with specific knowledge and skills are needed (human resource planning), attracting potential employees (recruiting), choosing employees (selection), teaching employees how to perform their jobs and preparing them for the future (training and development), evaluating their performance (performance management), rewarding employees (compensation), and creating a positive work environment (employee relations).Figure 1.1. Human resource management practices

Source: Fundamentals of human resource management / Raymond A. Noe . . . [et al.].4th ed, p. 39One of the most important steps in HRM is recruiting and selecting employees. Recruiting consists of any practice or activity carried on by the organization with the primary purpose of identifying and attracting potential employees. And through personnel selection, organizations make decisions about who will or will not be allowed to join the organization.

1.2. The role of recruiting and selecting employeesThe role of human resource recruitment is to build a supply of potential new hires that the organization can draw on if the need arises. In human resource management, After that, Selection begins with the candidates identified through recruitment and attempts to reduce their number to the individuals best qualified to perform the available jobs. At the end of the process, the selected individuals are placed in jobs with the organization.1.3. Planning for and recruiting human resourcesFigure 1.2. Human resource planning

Source: Fundamentals of human resource management / Raymond A. Noe . . . [et al.].4th ed, p.162The first step in human resource planning is forecasting. The primary goal isto predict which areas of the organization will experience labor shortages or surpluses. The second step in human resource planning is goal setting and strategic planning. The purpose of setting specific numerical goals is to focus attention on the problem and provide a basis for measuring the organizations success in addressing labor shortages and surpluses. The goals should come directly from the analysis of labor supply and demand. For whatever HR strategies are selected, the final stage of human resource planning involves implementing the strategies and evaluating the outcomes. When implementing the HR strategy, the organization must hold some individual accountable for achieving the goals. That person also must have the authority and resources needed to accomplish those goals. It is also important that this person issue regular progress reports, so the organization can be sure that all activities occur on schedule and that the early results are as expected.

1.3.1. Personnel policiesFigure 1.3. Three aspects of recruiting

Source: Fundamentals of human resource management / Raymond A. Noe . . . [et al.].4th ed, p. 174A companys personnel policies are its decisions about how it will carry out human resource management, including how it will fill job vacancies. Several personnel policies are espe- cially relevant to recruitment:

Internal versus external recruitingOrganizations with policies to promote from within try to fill upper-level vacancies by recruiting candidates internally

Lead-the-market pay strategiesPay is an important job characteristic for almost all applicants.

Employment-at-will policiesWithin the laws of the state where they are operating, employers have latitude to set polices about their rights in an employment relation- ship.

Image advertisingBesides advertising specific job openings, organizations may advertise themselves as a good place to work in general. Advertising designed to create a generally favorable impression of the organization is called image advertising. 1.3.2. Recruitment sources Internal SourcesAs we discussed with regard to personnel policies, an organization may emphasize internal or external sources of job applicants. Internal sources are employees who currently hold other positions in the organization. Organizations recruit existing employees through job posting, or communicating information about the vacancy on company bulletin boards, in employee publications, on corporate intranets, and anywhere else the organization communicates with employees.External SourcesDespite the advantages of internal recruitment, organizations often have good reasons to recruit externally.37 For entry-level positions and perhaps for specialized upper-level positions, the organization has no internal recruits from which to draw. Also, bringing in outsiders may expose the organization to new ideas or new ways of doing business. An organization that uses only internal recruitment can wind up with a workforce whose members all think alike and therefore may be poorly suited to innovation. Direct Applicants and ReferralsEven without a formal effort to reach job applicants, an organization may hear from candidates through direct applicants and referrals. Direct applicants are people who apply for a vacancy without prompting from the organization. Referrals are people who apply because someone in the organization prompted them to do so. Advertisements in Newspapers and MagazinesOpen almost any newspaper or magazine and you can find advertisements of job openings. These ads typically generate a less desirable group of applicants than direct applications or referrals, and do so at greater expense. However, few employers can fill all their vacancies purely through direct applications and referrals, so they usually need to advertise. An employer can take many steps to increase the effectiveness of recruitment through advertising.

Electronic RecruitingIn recent years, employers have shifted using their spending on job advertisements away from print ads to online job advertising or a combination of the two. A recent survey by the Conference Board found that the number of online job ads rose by 24 percent over the previous year. Online recruiting generally involves posting career information at company Web sites to address people who are interested in the particular company and posting paid advertisements at career services to attract people who are searching for jobs. Companys are also visiting network sites such as Linked In and Facebook to find job candidates.

Public Employment AgenciesEmployers can register their job vacancies with their local state employment office, and the agency will try to find someone suitable, using its computerized inventory of local unemployed individuals. The agency refers candidates to the employer at no charge. The organization can interview or test them to see if they are suitable for its vacancies. Besides offering access to job candidates at low cost, public employment agencies can be a useful resource for meeting certain diversity objectives. Private Employment AgenciesIn contrast to public employment agencies, which primarily serve the blue-collar labor market, private employment agencies provide much the same service for the white- collar labor market. Workers interested in finding a job can sign up with a private employment agency whether or not they are currently unemployed. Colleges and UniversitiesMost colleges and universities have placement services that seek to help their graduates obtain employment. On-campus interviewing is the most important source of recruits for entry- level professional and managerial vacancies.1.3.3. Recruiter traits and behaviorsCharacteristics of the RecruiterMost organizations must choose whether their recruiters are specialists in human resources or are experts at particular jobs (that is, those who currently hold the same kinds of jobs or supervise people who hold the jobs).

In general, applicants respond positively to recruiters whom they perceive as warm and informative. Warm means the recruiter seems to care about the applicant and to be enthusiastic about the applicants potential to contribute to the organization. Informative means the recruiter provides the kind of information the applicant is seeking.

Behavior of the RecruiterRecruiters affect results not only by providing plenty of information, but by providing the right kind of information. Perhaps the most-researched aspect of recruiting is the level of realism in the recruiters message. Because the recruiters job is to attract candidates, recruiters may feel pressure to exaggerate the positive qualities of the vacancy and to downplay its negative qualities. Applicants are highly sensitive to negative information. The highest-quality applicants may be less willing to pursue jobs when this type of information comes out.1.4. Selecting employees and placing them in jobs1.4.1. Selection process

The process of selecting employees varies considerably from organization to organization and from job to job. At most organizations, however, selection includes the steps illustrated in Figure 1.3. First, a human resource professional reviews the applications received to see which meet the basic requirements of the job. For candidates who meet the basic requirements, the organization administers tests and reviews work samples to rate the candidates abilities. Those with the best abilities are invited to the organi- zation for one or more interviews. Often, supervisors and team members are involved in this stage of the process. By this point, the decision makers are beginning to form opinions about which candidates are most desirable. For the top few candidates, the organization should check references and conduct background checks to verify that the organizations information is correct. Then supervisors, teams, and other decision makers select a person to receive a job offer.Figure 1.4. Selection process

Source: Fundamentals of human resource management / Raymond A. Noe . . . [et al.].4th ed, p.1951.4.2. Job applications and rsums

Nearly all employers gather background information on applicants at the beginning of the selection process. The usual ways of gathering background information are by asking applicants to fill out application forms and provide rsums. Organizations also verify the information by checking references and conducting background checks.

Application FormsAsking each applicant to fill out an employment application is a low-cost way to gather basic data from many applicants. It also ensures that the organization has cer- tain standard categories of information, such as mailing address and employment his- tory, from each. Figure 6.3 is an example of an application form.

Employers can buy general-purpose application forms from an office supply store, or they can create their own forms to meet unique needs. Either way, employment applications include areas for applicants to provide several types of information:

Contact informationThe applicants name, address, phone number, and e-mail address.

Work experienceCompanies the applicant worked for, job titles, and dates of employment.

Educational backgroundHigh school, college, and universities attended and degree(s) awarded.

Applicants signatureSignature following a statement that the applicant has pro- vided true and complete information.

RsumsThe usual way that applicants introduce themselves to a potential employer is to submit a rsum. As with employment applications, an HR staff member reviews the rsums to identify candidates meeting such basic requirements as educational background, related work per- formed, and types of equipment the person has used.1.4.3. Employment tests and work samples

When the organization has identified candidates whose applications or rsums indicate they meet basic requirements, the organization continues the selection process with this narrower pool of candidates. Often, the next step is to gather objective data through one or more employment tests. These tests fall into two broad categories:

1. Aptitude tests assess how well a person can learn or acquire skills and abil- ities.

2. Achievement tests measure a persons existing knowledge and skills. For example, government agencies conduct civil service examinations to see whether applicants are qualified to perform certain jobs.

Before using any test, organizations should investigate the tests validity and reliability. Besides asking the testing service to provide this information, it is wise to consult more impartial sources of information.

In some situations, employers may also want to know about candidates personalities. For example, one way that psychologists think about personality is in terms of the Big Five traits: extroversion, adjustment, agreeableness, conscientiousness, and inquisitiveness. There is evidence that people who score high on conscientiousness tend to excel at work, especially when they also have high cognitive ability. For people-related jobs like sales and management, extroversion and agreeableness also seem to be associated with success.28 Strong social skills help conscientious people ensure that they get positive recognition for their hard work.1.4.4. InterviewsInterviewing TechniquesInterview techniques include choices about the type of questions to ask and the number of people who conduct the interview. Several question types are possible:

In a nondirective interview, the interviewer has great discretion in choosing questions. The candidates reply to one question may suggest other questions to ask. Nondirective interviews typically include open-ended questions about the candidates strengths, weaknesses, career goals, and work experience. A structured interview establishes a set of questions for the interviewer to ask. Ideally, the questions are related to job requirements and cover relevant knowledge, skills, and experiences. The interviewer is supposed to avoid asking questions that are not on the list. A situational interview is a structured interview in which the interviewer describes a situation likely to arise on the job and asks the candidate what he or she would do in that situation. This type of interview may have high validity in predicting job performance. A behavior description interview (BDI) is a situational interview in which the interviewer asks the candidate to describe how he or she handled a type of situation in the past. Questions about candidates actual experiences tend to have the highest validity.1.4.5. Selection decisionsHow Organizations Select EmployeesThe usual process for arriving at a selection decision is to gradually narrow the pool of candidates for each job. This approach, called the multiple-hurdle model, is based on a process such as the one shown earlier in Figure 1.3. Each stage of the process is a hurdle, and candidates who overcome a hurdle continue to the next stage of the process. For example, the organization reviews applications and/or rsums of all can- didates, conducts some tests on those who meet minimum requirements, conducts ini- tial interviews with those who had the highest test scores, follows up with additional interviews or testing, and then selects a candidate from the few who survived this pro- cess. Another, more expensive alternative is to take most applicants through all steps of the process and then to review all the scores to find the most desirable candidates. With this alternative, decision makers may use a compensatory model, in which a very high score on one type of assessment can make up for a low score on another.

Communicating the DecisionThe human resource department is often responsible for notifying applicants about the results of the selection process. When a candidate has been selected, the organiza- tion should communicate the offer to the candidate. The offer should include the job responsibilities, work schedule, rate of pay, starting date, and other relevant details. If placement in a job requires that the applicant pass a physical examination, the offer should state that contingency. The person communicating the offer should also indicate a date by which the candidate should reply with an acceptance or rejection of the offer. For some jobs, such as management and professional positions, the candi- date and organization may negotiate pay, benefits, and work arrangements before they arrive at a final employment agreement.CHAPTER2. RECRUITION AND SELECTION ACTIVITIES AT VIETNAM BANK FOR AGRICULTURE RURAL DEVELOPMENT (AGRIBANK VIETNAM) SOC SON BRANCH 2.1. Generals of Agribank Vietnam2.1.1. Agribank Vietnam

In 1988, the Agricultural Development Bank of Vietnam was established by Decree No. 53/HDBT dated 26 March, 1988 of the Council of Ministers (now the Government) with the reform of the financial system and the introduction of commercial banks in Vietnam.

The Agricultural Development Bank of Vietnam was created out of the State Bank of Vietnam (SBV): from all provincial branches of SBV, Agriculture Credit Division, funds at different provincial/district branches of SBV; specifically, Agribank was formerly the Agriculture Credit Department of SBV with personnel from Commercial Credit Department, Bank for Investment and Construction, Department of Accounting, and a number of functional units.

In the context of the world economy and Vietnam in particular facing many dificulties in the economic crisis, Agribank remains sustainable development.

Agribank had the total assets of VND617,859billion (approximately 20% GDP),risedby 10% compared with 2011.As the biggest commercial bank in Vietnam in terms of fund resources, assets, and the bad debts is controled. In 2012, Agribank win the title such as: Top 10 biggest enterprises in Vietnam VNR500; Top Asean Enterprise, Top brand name of Asean; Top Bank for Payment; Top Banks of Vietnam. In 2013, Agribank held the 25 year universal (March 26, 1988 March 26, 2013).Agribank is the largest bank in Viet Nam in terms of capital, assets, workforce, operating network and customer base. As ofOctober 2013, the leading role of Agribank has been confirmed by:

+ Total asset: VND 671,846 billion

+ Total fund resource: VND 593,648billion

+ Equity: VND 29,605 billion

+ Total outstanding loans: VND 523,088 billion

+ Operating network: 2,400 branches and transaction offices nationwide

+ Personnel: 40,000 staffs

Agribank has always focused on the innovation and application of banking technology in favour of business administration and the development of an advanced banking services network. Agribank is the first bank to accomplish the Project Intra Payment and Customer Accounting System (IPCAS) funded by the World Bank. The finalised IPCAS has enabled Agribank to provide local and foreign customers with modern banking products and services with extensive safety and accuracy. At present, Agribank is serving millions ofhouseholds and enterprises.

Agribank is the biggest commercial bank in VietNam with an operating network of 2,300 branches and transaction offices nationwide which have been connected online. In 2010, Agribank has extendedthe network by opening its first branch in the Kingdom of Cambodia.

2.1.2. Soc Son branch

Vietnam Bank for agriculture rural development (Agribank Vietnam), Soc Sn branch was born according to Decree No.51/Q-NH dated 27/06/1988 by General Director of State Bank of Vietnam ( now Governor of State Bank of Vietnam), with initial name Soc Son Bank for agricultural development which is directly under Hanoi Bank for agricultural development. In 1990, it was renamed Agricultural Bank of Soc Son. In 1996, it was officially renamed Vietnam Bank for agriculture rural development Soc Son branch.On the very first days, Soc Son branch had to deal with many challenges: the large number of employees up to 107 but only 7 members had university degrees. At that time, Soc Son was considered a poor district with poor facilities, weak business network, which led to the difficulties for currency trading activities. By the end of 1988, the operation results of branch achieved: total capital was 1,623 million, debit balance was 1.593 million, 85 million overdue loans for 5.3% of the total debit balance. In this situation, the bank continued to push up the business operation in conformity with innovative ways that the Party and State selected. Soc Son branch has solved prolems step by step to be a mature child of Agribank Vietnam. The officers and staff at branch always try to innovate working methods to overcome difficulties, especially in period of economic crisis. The latest report of Agribank Soc Son on business results in first six months of 2014 following: (Unit: Million VND)Table 2.1 Report in June, 2014

(1)2013 (2)6/2014 (3)Ratio (4)

(4)=(3)/(2)

Total capital2,897,4903,091,4026,7%

Domestic currency2,836,3733,028,3576,8%

Outstandings loans1,182,4601,197,5781,3%

Outstandings bad debt36,936161,205436,4%

Source: Accounting department Agribank Soc SonAccording to the figures in the table above, we can easily realize that the outstanding bad debts of 2014 has experienced a remarkable increase. The ratio shows 436,4%. This figure indicates that there are some problems with auditting and setting price on quality of borrowers. These problems can reduce the effectiveness of currency activities of Agribank Soc Son. Increasing outstanding bad debts means increasing allowance for bad debts which leads to decrease in cash flow. 2.2. Recruiting and Selecting employees at Agribank Soc SonAll the recruiting and selecting activities comply with Decree No.188/Q-HQT-LTL dated 28/02/2007 issued by Board of Directors of VIETNAM BANK FOR AGRICULTURE RURAL DEVELOPMENT (AGRIBANK VIETNAM)

2.2.1. Organisation chart

Soc Son branch is governed by one general manager, two deputy managers and six departments:Figure 2.1 Organisation structure Source: Human resource department Agribank Soc Son

Job description of each department Planning department:+ Directly manage capital, promote new plan about customer services, fund raising and capital development;+ Support for General manager in building business planning in short term and long term;+ Manage information of development plan, plan implementation;+ Responsible for risk management in caplital;+ Other tasks assigned by General manager. Accounting department:+ Prepares and updates the accounting plan, the balance sheet and the statements of the Bank; draws up the Banks annual budget and follows its implementation;

+ Keeps the books as prescribed by law, follows the smooth functioning of the accounting system and makes the necessary arrangements thereof;

+ Repares the reports of extra budgetary funds;

+ Is responsible for the fulfillment of the financial obligations of the Bank;

+ Keeps, follows and controls the accounting records of foreign exchange transactions of the Head Office;

+ Gives instructions to the branch offices and to the banks on the related matters.

Foreign exchange department:

+ Purchase and selling all kinds of foreign exchange and banknotes pursuant to the Law on the Protection of the Value of the Vietnamese Currency;

+ Responsible for transaction related to buying and selling in the foreign exchange and banknotes markets within the Money Markets and Treasury Department, and the transactions related to foreign exchange remittances for public sector and invisible transactions.

+ Maintain the foreign exchange deposit accounts of the Vietnamese workers abroad and conducting transactions related thereto.

Computing and Marketing department:

+ Acts as intermediary in the foreign exchange and banknotes markets in order to obtain a more efficient utilization of the funds in the banking system, and operates, when necessary, in the name and on behalf of the Bank, ensuring smooth functioning of the markets;

+ Makes arrangements in the foreign correspondent banking relationship;

the sale of government papers by auction and outright sale to public methods;

+ Executes the credit transactions of the Bank with the Treasury, public institutions and the banking system;

acts as the reporter of the Discount Committee of the Head Office;

Internal control department

+ Inspects all operations of the branch and representative offices abroad to ensure that they are executed in compliance with the regulations; conducts examinations and inquiries within the limits of the powers and duties granted by the Banks Act and other related laws;

+ Follows and controls the transactions of the branch offices to ensure that they are executed in accordance with the regulations;

+ Follows and audits the existence and movements of the cash and in kind values in order to verify whether they correspond to the records;

notifies the illegal activities and important troubles concerning the security and works of the branch.

Human resource department

+ Provides proposals to the top management for setting the branchs personnel policy and for its effective application;

+ Recruits the personnel suitable to the Banks needs, determines their employment conditions and employs them in the organization according to their qualifications;

+ Conducts and follows the matters of all kinds pertaining to personnel;

+ Informs the employees of the regulation pertaining to personnel, personal rights, and social security;

+ develops an effective training system in accordance with the Banks general objective and policy as well as technological, economic and social developments.

Table 2.2 Report of the number and quality of staff in first six months of 2014 Soc Son branch

No.Norms06/201306/2014

Total number of employees109107

1GenderFemale6463

Male4544

2Party member3736

3The minority00

4Politics

LevelHigh00

Intermediate9898

5Professional levelDoctor00

Master44

University degree9696

College degree32

Senior banking00

High school43

Others22

6Foreign language levelUniversity degree22

Level C6564

Level B1414

Level A88

7Computing levelUniversity degree22

Level C55

Level B8079

Level A99

8Age