Field Report Recruitment Procedure At Sconnect Limited Company.docx

Dịch vụ viết thuê đề tài – KB Zalo/Tele 0917.193.864 – luanvantrust.com
Tải miễn phí – Kết bạn Zalo/Tele mình 0917.193.864
HANOI FOREIGN TRADE UNIVERSITY
FACULTY OF BUSINESS ENGLISH
***********
FIELD REPORT
RECRUITMENT PROCEDURE AT SCONNECT LIMITED
COMPANY (SCONNECT CO., LTD)
Name: Vu Hong Nhung
Student Code: 1617710110
Class: A3 – K55 – FBE
Supervisor: Dinh Thi Ngoan, M.A.
Hanoi, 21st August 2020

TABLE OF CONTENTS
ACKNOWLEDGEMENTS............................................................................................. i
LIST OF FIGURES .........................................................................................................ii
INTRODUCTION.............................................................................................................1
1. Reasons for choosing the topic ..................................................................................1
2. Purpose of the report ...................................................................................................2
3. Scope of research.........................................................................................................2
4. Research methodology................................................................................................2
5. Research structure .......................................................................................................2
CHAPTER 1: AN OVERVIEW OF SCONNECT CO., LTD.................................4
1.1. Company overview ..................................................................................................4
1.1.1. General introduction..........................................................................................4
1.1.2. Mission and core values....................................................................................4
1.1.4. Organizational structure....................................................................................5
1.2. Internship activities..................................................................................................7
1.3. Theoretical basis of recruitment and selection process.......................................7
1.3.1. Definition of recruitment ..................................................................................7
1.3.2. Types of recruitment .........................................................................................8
1.3.3. Three phases in the recruitment process.........................................................8
1.3.4 An organizing framework for understanding the recruitment process ........9
1.3.5. Recruitment objectives and strategy development ..................................... 11
1.3.6. Intervening/ Process variables ...................................................................... 11
1.3.7. Recruitment activities that are likely to influence key intervening/ process
variables...................................................................................................................... 13
CHAPTER 2: CURRENT SITUATION OF RECRUITMENT PROCESS IN
SCONNECT CO., LTD................................................................................................. 15

2.1. Sconnect’s recruitment procedure....................................................................... 15
2.1.1. Establishment of recruitment objectives...................................................... 16
2.1.2. Establishment of recruitment strategy ......................................................... 17
2.1.3. Recruitment activities .................................................................................... 18
2.2. Assessment............................................................................................................. 20
2.2.1. Strengths .......................................................................................................... 20
2.2.2 Weaknesses ...................................................................................................... 21
CHAPTER 3: RECOMMENDATIONS ................................................................... 24
3.1. Planning a proper recruitment strategy............................................................... 24
3.2. Forming a transparent recruitment budget ......................................................... 25
3.3. Exploiting third - party recruitment sources ...................................................... 25
3.4. Assessing the whole recruitment process........................................................... 26
CONCLUSION ............................................................................................................... 27
REFERENCES ............................................................................................................... 29

i
ACKNOWLEDGEMENTS
It is my pleasure to give my gratitude to many people whose encouragement, support,
and assistance were crucial to the result of my field report.
First and foremost,I am particularly grateful for the guidance given by my supervisor,
Ms. Dinh Thi Ngoan (M.A), with her dedicated advisory and suggestions in the
writing of this report despite her limitation of time. Her encouragement plays an
important role in the success of my report.
Besides, I would like to express my special thanks to Sconnect Co., Ltd in general,
and the Human Resources Department staff in particular for the experience during
my internship. Ms. Nguyen Thi Phuong, Head of Human Resource Department has
provided me with not only the key documents but also the great knowledge and
support.
My sincere thanks are extended to my friends and family who supported me during
the internship and in writing this report.

ii
LIST OF FIGURES
Figure 1.1. Sconnect’s organizational structure (Sconnect, 2020)................................6
Figure 1. 2. A Model of the Organizational Recruitment Process (Breaugh, 2000:
p.408) ................................................................................................................................. 10
Figure 2. 1. Sconnect’s recruitment procedure (Sconnect, 2020) .............................. 15

1
INTRODUCTION
1. Reasons for choosing the topic
In their research about human resource management and productivity, Bloom and
Van Reenen (2011) stated that in general, a strong and positive correlation between
human resource management and productivity exists. The impact of high-
performance practices on three organizational performance measures: turnover,
productivity, and financial results has been studied by Huselid (1995). The results
showed that an increase in work performance reduces the turnover, increases
productivity and financial performance of the company.
Effective human resource management has been said to have a positive impact on
organizational outcomes (Barber, 1998). Barber (1998) also noted that the
recruitment process is important to achieve effective human resource management as
it is the very first step to attract human capital to the organization. The quantity and
quality of applicants attracted during the recruitment process will partly define the
success of the following human resource practices such as selection, training, and
compensation.
Despite having an important role, little relevant research is found discussing the
recruitment procedure at Vietnamese firms. Sconnect Co., Ltd is a Small - Medium-
sized Enterprise (SME). SMEs have been considered as the driving engine of the
Vietnamese economy. In research on key determinants affecting the performance of
SMEs, Phan, U.H., Nguyen, P.V., Mai, K.T., and Le, T.P. (2015) stated that human
resourceis one of three main factors. One ofthe challenges of SMEs is to find suitable
employees to boost their business growth and reduce the employee turnover rate.
Therefore, this report will contribute to an evaluation of Sconnect's recruitment
procedure.
As Sconnect is in the expansion phase of the business cycle, the company desires for
more talented people. This report assesses the recruitment process of Sconnect to
show what they do to reach the talent pool needed and whether their methods are
effective enough. Then, practical recommendations will be given to Sconnect so that
the company can improve its recruitment procedure.

2
Therefore, based on the above reasons, I decided to choose the topic: "Recruitment
procedure at Sconnect Co., Ltd." for my internship's field report.
2. Purpose of the report
Having my internship at Sconnect Co., Ltd, I have realized some problems within the
recruitment system which could be solved. This leads to the company's hiring the
right applicants as well as reducing the costs for recruiting.
First and foremost, the purpose of this report is to give an evaluation of the
recruitment process at Sconnect Co., Ltd. The author started by reviewing theoretical
articles related to recruitment procedures. Then, the assessment of recruitment
activities at Sconnect is shown by making a comparison between the theory and
Sconnect's present situation.
The main value that the author hopes to contribute to the development of Sconnect is
practical recommendations for improvement in the recruitment procedure. The
recommendations aim at helping Sconnect enhance its recruiting system and find the
right people at the right time with affordable costs.
3. Scope of research
Due to the limitation of the internship period, this report will only focus on the
recruitment procedure of the company.
4. Research methodology
The report is a descriptive research using an observational method to collect data.
The data collected is from my observation during the internship and Sconnect’s
internal data system. Moreover, evidence supporting the arguments in the report has
been found by doing desk research on scholar websites and articles on the subject of
human resource management and recruitment process.
5. Research structure
Except for the table of contents, acknowledgements, list of tables and figures,
introduction, conclusion and reference, this report covers three chapters:
Chapter 1: An overview of Sconnect Co., Ltd
Chapter 2: Current situation of recruitment and selection procedure in Sconnect Co.,
Ltd

3
Chapter 3: Recommendations
Chapter 1 gives an overview about Sconnect Co., Ltd, a techcompany specialising in
producing videos for children and adolescents on Youtube. A summary of my
internship’s activities is given. Then comes the theoretical basis of recruitment
procedure which will be mentioned in the later two chapters. Chapter 2 describes the
actual situation of the recruitment process in Sconnect at the present, assess it to find
strengths as well as weaknesses. Finally, chapter 3 contains recommendations drawn
from the analysis of the present situation of recruitment procedure in chapter 2.

4
CHAPTER 1: AN OVERVIEW OF SCONNECT CO., LTD
1.1. Company overview
1.1.1. General introduction
Sconnect Co., Ltd was founded in September 2014. The company earns profits by the
Making Money Online (MMO) method, in other words, it owns a network ofYoutube
channels as well as Facebook fan pages. It produces various types of entertaining and
educational videos to upload on those channels. Some of Sconnect's typical channels
are WOA Luka, Clay Mixer, and Wolfoo. Sconnect has achieved 10 gold Youtube
buttons and two billion views on both platforms Youtube and Facebook. The
company has a total of 170 employees at two representative offices.
1.1.2. Mission and core values
Sconnect believes that its mission is to create entertaining and educational videos for
children and adolescents. Theỉr overall objective is to create a global network that
creates value.
Honesty, development, and respect are three things that Sconnect values the most.
First, the company believes that every Sconnect's employee needs to have the courage
to take responsibility for what that person says or does. Second, Sconnect always
prioritizes the personal development of its employees. As continuous learning and
innovation are essential factors for a company to go global, Sconnect always finds
ways to encourage and empower its employees to become better versions of
themselves. Last but not least, Sconnect appreciates respect among employees. Male
and female are equal and have the same rights in the company, the management line
such as General Director and heads of divisions pay respect to their subordinates and
vice versa.
1.1.3. Services
Sconnect is active on two main platforms which are Youtube and Facebook. Its
Youtube channels can be classified into 4 main types of products. Firstly, channels
using Play-Doh Stop Motiontechnique such as WOA LuKa Channel and Clay Mixer
targeting children between the age of 3 – 8 years old. Second, Wolfoo and Friends –
Official Channel and Wolfoo Family are channels using the 2D
technology to create cartoons. The third type includes channels with funny videos of

5
animals and babies. The last one is the beauty and handmade category which has two
popular channels - Beauty Doll and Curl Gang. On Facebook, Sconnect owns pages
such as WOA Animals, Cartoon Live Pranks, and WOA Best Babies. In particular,
WOA Animals has more than two million likes, three million followers, and a
community group of 76 thousand members.
1.1.4. Organizational structure
Sconnect has a multidivisional structure with 12 divisions and only one general
director as describes in Figure 1.1 (Sconnect, 2020). Each division has a separate
function and a Head of the division who will give direct decisions for the division.
This type of organizational structure helps reduce decision making by the top
manager (Ahmady, Mehrpour, Aghdas Nikooravesh, 2016). Sconnect's General
Director is Mr. Ta Manh Hoang. At Sconnect, divisions such as ForKIDS, 2D,
Miscellaneous content, Funny Tips, Handmade have their channels. They produce
their types of videos and upload them on those channels. For example, the 2D division
has Wolfoo Channel and Wolfoo Family & Friends channel, Wolfoo's cartoons will
be uploaded on these two channels. Meanwhile, divisions such as Marketing, Finance
– Accounting, Human Resource and Administration, and R&D will support functions
like communications, admin, product researchand development, financial issues, and
human resource management. The music division will produce music for Sconnect's
videos on Youtube. Commerce division administrates the Facebook pages and
communities on Facebook. The sales division is responsible for contacting and
negotiating with Sconnect's partners, who provide content storages for Sconnect.

6
Figure
1.1.
Sconnect’s
organizational
structure
(Sconnect,
2020)

7
1.2. Internship activities
In the five-week internship at Sconnect, my responsibility in the recruitment process
is attracting applicants, contacting them, and assisting administration tasks. My main
task is to design job advertisements and post them on job search websites such as
TopCV, Careerlink, etc. and several job opportunities Facebook groups. Recently,
Sconnect wants to diversify its talent pool by recruiting foreign employees. Therefore,
I tookresponsibility to translate all the jobdescriptions into English and find channels
to attract foreign applicants. After screening the CVs that applicants sent to the
company's email, I sorted them into folders naming them after the positions that the
CVs applied for. When the CVs are approved by the human resource manager and
team leaders, I will contact the applicants to let them know the results and invite them
to interview round via email and phone calls. Then, if they pass the interview round,
they will be invited to discuss salary and other terms and benefits with the head of
human resource division and team leaders. In addition, I also help write monthly
reports and take minutes in meetings of divisions and companies.
1.3. Theoretical basis of recruitment and selectionprocess
1.3.1. Definition of recruitment
Breaugh (2000) stated in his review "Research on Employee Recruitment: So Many
Studies, So Many Remaining Questions" that it is uneasy to define such a term like
recruitment. In the review, he used the definition by Barber (1998): 'Recruitment
includes those practices and activities carried on by the organization with the primary
purpose of identifying and attracting potential employees' (p. 5). This definition is
also commonly used by other scholars such as Turban (2001), Allen (2004) and
Orlitzky (2007) in their research on the topic of recruitment. Therefore, for the
purpose of this report, recruitment is going to be defined as suggested by Barber
(1998).

8
1.3.2. Types of recruitment
According toKevin D. Carlson etal (2002) there are two general types of recruitment.
The first one is batch recruiting. Batch recruiting includes the recruitment activities
happening each time the company has a new position to be filled. The applicant pool
will be renewed every time. The second one is continuous recruiting. As the name
suggests, the duration of the recruitment is longer than the first type to fill in all the
existing positions caused by business growth or changes in the number of staff such
as employee promotions, transfers, or turnover.
1.3.3. Three phases in the recruitment process
In their research, Boudreau & Rynes (1985) have identified and distinguished four
concepts: Labor force population, applicant population, applicant pool, and selectees.
First, hypothetically, if the organization uses all possible recruitment strategies, it will
achieve a labor force population, the broadest group of applicants among the four
concepts. Second, using a significant recruitment approach will result in an applicant
population, the subset of the labor force population. For instance, the recruiters may
choose to approach a particular segment in the labor force. Third, from the applicant
population, individuals are chosen to create an applicant pool, where they are
evaluated for selection. Lastly, after the evaluation, the ones offeredthe job are called
selectees.
Using the approach of Boudreau & Rynes (1985), Barber (1998) asserted that there
are three phases of recruitment. Each time the characteristics of applicants group
change from the labor force population to selectees, applicants experience a new
phase of recruitment. Barber noted that the first phase involves outreach to an
applicant population in an attempt to persuade some portion of that population to
apply for positions. The ones applied become applicants in the second phase where
the organization tries to maintain the interest of applicants in the job opportunity until
they reach the final phase of recruitment. In phase 3, selectees are offered jobs and
become new hires. In conclusion, Barber, 1998 called these phases generating
applicants, maintaining applicant status and job choice. Many later researchers such
as Breaugh (2000) or Kevin D. Carlson et al (2002) also used these phases when
discussing the recruitment process.

9
1.3.4 An organizing framework for understanding the recruitment process
In an article discussing research findings on the topic of employee recruitment,
Breaugh, 2000 presented an organizing framework for understanding the recruitment
process (figure 1.2) based on models suggested by Barber (1998), Breaugh (1992),
and Rynes (1991). The framework gives an overview of the whole recruitment
process.

10
Recruitment
objectives
-
Retention
Rate
-
Job
Performance
-
Psychological
Contract
Fulfilled
-
Job
Satisfaction
-
Cost
of
Feeling
Jobs
-
Speed
of
Filling
Jobs
-
Number
of
Positions
Filled
-
Diversity
of
Hires
-
Number
of
Applicants
-
Quality
of
Applicants
-
Diversity
of
Applicants
-
Ratio
of
Offers
to
Acceptances
Strategy
Development
-
Whom
to
Recruit?
-
Where
to
Recruit?
-
Recruitment
Sources
to
Use?
-
When
to
Recruit?
-
What
Message
to
Communicate?
Recruitment
activities
-
Recruitment
Sources
-
Recruiters
-
Recruitment
Message
Realism
Completeness
Timeliness
Intervening/
Process
Variables
-
Applicant
Attention
-
Applicant
Comprehension
-
Message
Credibility
-
Applicant
Interest
Job
&
Organizational
Attractiveness
Expectancy
of
Job
Offer
-
Accuracy
of
Applicant’s
Expectations
-
Self
–
Insight
Knowledge,
Skills,
Abilities,
Needs
Intervening/
Process
Recruitment
results
Compare
outcomes
to
objectives
Figure
1.
1.
A
Model
of
the
Organizational
Recruitment
Process
(Breaugh,
2000:
p.408)

11
1.3.5. Recruitment objectives and strategy development
Recruiting is not only about the recruitment sources, the number of applicants applied
for the job or the quality of the applicants, etc., but it also includes recruitment
objectives and strategy development. Breaugh (2000) has put the establishment of
objectives as the first step of the recruitment process because he believes that to plan
a strategy, the recruiter must be clear about their objectives. For example, they need
to know the number of positions which need to be filled to know what messages they
should convey to the applicant population. Knowing the number of the applicants
they are going to attract will help the organization figure out which source of
recruitment should they use. The financial budget for recruiting new employees is
also important as the cost for advertisement differs depending on the quality of the
employees or the speed of filling the jobs. Moreover, having specific objectives will
make the evaluation of effectiveness of recruitment procedure more convenient. At
the end of the recruitment process, the recruiters can evaluate the process based on
how much of the objectives that they have accomplished. Therefore, in order to plan
an effective strategy, establishing clear objectives is essential.
1.3.6. Intervening/ Process variables
It is seen from Figure 1.2 that there is something between recruitment activities and
recruitment outcomes called intervening/ process variables. Breaugh (2000) used the
term to explain why particular recruitment activities may lead to particular results.
Many researchers like Rynes (1991), Barber (1998) and Breaugh (2000), instead of
focusing only on the post – hire outcomes, recruiters should pay attention to the
factors intervening between the recruitment and post – hire outcomes. In the model
of recruitment process, Breaugh (2000) suggested a number of these intervening
variables. They are applicant attention, applicant comprehension, message credibility,
applicant interest, accuracy of applicant’s expectations and self – insight.

12
Applicant attention is the first and foremost factor that is mentioned. According to
Barber (1980) attraction happens in the whole recruitment process, but especially
during the first phase generating applicants, attracting the attention of potential
applicants for opening positions is crucial. Several attributes that are likely to get
attention are: messages that are vivid in nature and include concretelanguage (Tybout
& Artz, 1994), messages that provide personally relevant information (Chaiken
&Stangor, 1987), and messages that are conveyed in face – to face conversations
(Tybout & Artz, 1994).
Then comes the comprehension of the information that the applicants receive. This
factor is influenced by the level of expression, the language used (Jablin, Putnam,
Roberts, & Porter, 1987) and the medium used to deliver the message.
In addition to applicant comprehension, the message credibility also affects the
recruitment results. As cited by Breaugh (2000), Stiff (1994) stated that the
communicator expertise and trustworthiness lead to a message’s being believed.
Misleading the communication or creating inconsistent messages throughout many
sources of information will result in lack of credibility and thus, it will affect the
organization’s recruitment results.
To generate the attention of applicants is not enough, initial interest is also very
important. If the applicant gets attracted by the job advertising but ends up not
interested in the job, there will be no applicants. The interest comes from the
positivity in the job, the organization, and the location (Barber & Roehling, 1993).
Moreover, the applicants are often interested in the jobs that they think they may
stand a chance to get the job offer (Rynes, 1991).
Two other key variables are the accuracy of applicants’ job expectations (Wanous,
1992) and their degree of self – insight (Breaugh, 1992). Breaugh (2000) noted that
if the recruiter has interest in improving the post – hire outcomes the two factors just
mentioned should be particularly concerned. The post – hire outcomes consist of job
satisfaction, initial job performance, perceptions of violations of the psychological
contract (i.e., the relationship between employees and employers based on mutual
expectations for each other) and first – year retention rate. If the applicants applying
for a job with a high level of accuracy and good insight about their capabilities and

13
desires are hired, they will be likely to be satisfied with the job.
1.3.7. Recruitment activities that are likely to influence key intervening/ process
variables
1.3.7.1. Recruitment sources
According to Wanous (1992) as cited by Moser (2005), there are three types of
recruitment sources: internal, external and walk – ins (i.e., direct applications).
Internal recruitment sources such as referrals, rehires, internships have applicants
who may have heard of internal information about the organization before submitting
applications. Meanwhile, applicants from external recruitment resources do not
receive such information because they only know about the company through job
advertisements or employment agencies. The third type is walk – in. The applicants
of this type have unclear motivation and we do not know if the information they
receive is internal or not. Breaugh (2003) concluded that internal recruitment sources
are accompanied by less unmet expectations, which results in higher job satisfaction
and organizational commitment. His study showed that 11.2% of applicants selected
by referrals (i.e., internal recruitment sources) receive the job offers, but only 1.3%
of the employees recruited through college placement offices (i.e., external
recruitment sources) accepted the offers.
Researchers have tried toexplain the effectsofrecruitment sources on the recruitment
outcomes by realistic information hypothesis and individual difference hypothesis.
For the former hypothesis, Breaugh (2000) thought that lacking information about a
position makes it less likely for the applicants to self - select out of considerations for
the job. Therefore, if hired, they may feel unsatisfied and then resign. The later
hypothesis suggested that the difference in the recruitment outcomes is due to the
difference in types of individuals that recruitment sources reach (Rynes, 1991). For
example, in Vietnam, jobs fairs in universities will attract a large number of new
graduates. Meanwhile, applicants for manager positions will be found in recruitment
websites such as Vietnamworks or Careerlink.

14
1.3.7.2. Recruiters
Researchers have provided the reasons why recruiters may have an effect on the job
candidates. The first one is the recruiter informativeness. Breaugh (1992) noted that
an individual's supervisor or coworkers should be particularly informative because
other recruiters such as staff in the human resource division may not know some
particular detailed information about the job. Second, as noted by Fisher et al. (1979),
credibility of corporate recruiters is not as good as that of job incumbents. For
example, people from employment agencies are only interested in filling open
positions to earn commission without having proper expertise. Rynes (1991)also said
that recruiters may create influence as they are considered as signals of unknown
organizational attributes by the candidates. The candidates can tell from the behaviors
of their recruiters how they would be treated if they are hired (Connerley & Rynes,
1997). For the above three reasons, it can be said that the choice of recruiters has an
impact on job choice of applicants (Rynes et al., 1991).
1.3.7.3. Realistic job previews
Realistic job previews (RJPs) consist of information related to the job. Hence, it
draws the most attention of the applicants (Phillips, 1998). As cited by Breaugh
(2000), models of the process by which RJPs affect such outcome variables as job
survival, work attitudes and job performance are offeredby Breaugh (1992);Wanous
(1992); Fedor, Buckley, and Davis (1997); Hom, Griffeth, Palich, and Bracker
(1998);and Saks and Cronshaw (1990). Breaugh (2000) pointed out a common point
from all the models. Most of the models hypothesize that a realistic supply of job
information leads to job expectations met.
In the next chapter, the model of organizational processsuggested by Breaugh (2000)
is used to assess Sconnect’s current situation of recruitment procedure.

15
CHAPTER 2: CURRENT SITUATION OF RECRUITMENT PROCESS IN
SCONNECT CO., LTD
2.1. Sconnect’s recruitment procedure
Sconnect’s recruitment processincludes eight basic steps as in Figure 2.1. During the
first step, the company collects information for hiring needs from all divisions. In this
stage, recruitment objectives are established. In the second step, which is recruitment
planning, the human resource department establishes strategies in order to attain the
core set of objectives. After that, come some recruitment activities such as CV
screening, interview, offer, trial period. Finally, there is the result of the recruitment
process. If the applicants haven’t met expectations of the company in the first month
of the trial period, Sconnect is willing to prolong the period. Therefore, whether the
candidates are hired or not depends much on if they still have interest in Sconnect
and the positions after the job trial.
Figure 2. 1. Sconnect’s recruitment procedure (Sconnect, 2020)

16
2.1.1. Establishment of recruitment objectives
The Human Resource division provides every division with a form of hiring proposal.
At the end of every month, each division will fill in the form with jobs vacancies
needed in one or two next months and send it to the Human Resource department.
Sometimes, if there are urgent vacancies, the division needs to give the Human
Resource division notice about these vacancies so that the Human Resource
department can plan a proper strategy accordingly. The form of hiring proposal
includes information about the number of employees needed, name of the position,
job description and requirements. Moreover, there is a part explaining the need. The
explanation needs to specify whether the proposal is within the staff quota of the
company at that time. If yes, is it because there is an expected vacancy caused by
promotions, temporary leave, or resignation. Having received the proposals, the Head
of Human Resource department and General Director will judge them and
give approval. Being approved, the proposals are processed to create detailed job
announcements saved in the Human Resource division’s data system.
In comparison to the model of Breaugh (2000), during this stage, the company has
set objectives on the following criteria: job performance and quality of applicants,
speed of filling jobs, number of applicants. Regarding the job performance and
quality of applicants, each division decides these objectives in advance based on the
level of experience of the new hires. People with a higher level of experience will be
likely to perform the job better. This needs to be specified as it will affect the cost of
filling the jobs. For example, for the low level of experience, Sconnect will costmore
money and time for training to fill in the position. In terms of speed of filling the jobs
and number of applicants, depending on the urgency of positions, the division can
make a request to the Human Resource department so that this department will make
those urgent cases the prioritiesand make a proper plan tofill them as soon as possible.
For example, recently, the company has been running a new project fora new product
called Teen World, a Youtube channel directed to teen audiences. During my
internship, the Teen World channel was about to be launched soon, but the core team
is missing four 2D animators. Normally, other positions just need one to two

17
people, so four is quite a big number. Therefore, Teen World’s team leader requested
the Human Resource division to boost the speed for searching applicants for this
position in maximum three weeks. To find four applicants in a short time, the Human
Resource department made this position their priority to post job advertisements for
this position first, and screened all the CVs before other positions to find suitable
employees faster.
2.1.2. Establishment of recruitment strategy
Microsoft Excel with the following fields: division, team name, position, number of
jobvacancies for that position, time (i.e., when the division needs to fillthe vacancies),
and notes related to recruitment sources that the Human Resources used to announce
those job opportunities.
In the final week of a month, after receiving all requests for hiring in the next month
from other divisions, the Human Resource department waits to get the requests
approved by the General Director and Head of Human Resource department. Then,
a list of recruitment quota for the month will be created. The list is created on
Sconnect has an unwritten strategy for recruitment. When the above list is created,
staff in the Human Resource department will post the job announcements on some
recruitment websites that the company often uses. However, this action is done by
addressing some of the underlying strategy - related questions that Breaugh (2000)
mentioned. The first question is whom to recruit (what knowledge, skills, and abilities
are required for the job). The answer for this question is to read the job description
and requirements written by divisions in the proposals carefully. This answer will
help find which recruitment sources to use. For example, for manager positions or
specialists, job announcements are posted on websites such as vietnamworks.com.
As each source will attract different types of applicants, the job advertisement will
also differentiate among sources (e.g., showing only the key information or a full
description of the job). A logical thinking flow addressing the above questions is
created by experience and observation. The experience is passed on from one staff to
another. In other words, there are no written plans or reports on the effectiveness of
the recruitment sources used.

18
2.1.3. Recruitment activities
2.1.3.1. Recruitment sources
Job applications sent to Sconnect are from three main sources, they are internal,
external and walk - in. At Sconnect, the official employees will receive a bonus of
one million Vietnam Dong if they can refer an appropriate candidate to Sconnect and
that person is actually hired. The ones hired through referrals have heard about the
company from the referents. The information they get is internal information that
only Sconnect’s employees know, for instance, salary, organizational culture and
working environment, responsibilities of the jobs, what the company is in need. Even
though the internal source is effective as it helps the company find the right person
faster, it is not always easy to find a referral. Therefore, the company’s most
announcements on topcv and in some urgent cases, instead of waiting for the
applicants to turn in their Curriculum Vitaes (CVs), the finding applicants function
on topcv will be used to actively search for CVs using keywords related to the jobs.
page with about 1,300 followers. A list of job openings is posted here every month
and job descriptions are attached in link form. Furthermore, the staff in the Human
Resource department also joins many recruitment groups and University groups on
Facebook. Positions such as script writer will be advertised on University of Theater
and Performing Arts of Hanoi’s group or on Facebook groups of Script writers. The
third type of recruitment source is walk - in. Sometimes there are emails from
applicants sending their demo products and their CVs. The motivation for their action
is still unclear as they do not state clearly in the email where they found the job
opening and why they decided to send their CVs directly to Sconnect.
2.1.3.2. Recruiters
At the present, Sconnect does not hire any employment agencies to find candidates.
Applicants are found by the Human Resource department. Whoever accepts the
interview offer will be interviewed by the head of Human Resource division and by
the supervisors of the positions. The supervisors are the main ones to decide which
person they are going to hire based on the skills and experience which the positions
require. They know what kind of talent their teams need. Meanwhile, the head of

19
the Human Resource department with the experience in hiring will help them make
a wise choice in choosing people to hire. Moreover, the head of the Human
Resource department is the one who knows the best about salary, bonuses as well as
other benefits for employees. She can support the heads of other divisions when
discussing these issues, e.g., negotiating salary.
2.1.3.3. Recruitment message
The recruitment messages that Sconnect sends to the applicants include job
descriptions and other communications such as phones and emails. The following
describes the breadth of topics and the specificity of the information provided in a
typical job description of Sconnect, as well as the timeliness of the company when
communicating with applicants on the phone and emails.
To begin with, a Sconnect’s job description covers a wide range of information with
specific numbers and details. It includes the responsibilities of the position,
requirements (required, preferred), benefits and how to apply. Details related to
salary, benefits and compensation are all provided specifically as Sconnect believes
these pieces of information are their strengths which help them stand out and attract
talents among various famous recruiters. In a typical job description, the company
will give a range of salary and note that it is negotiable depending on the ability and
capability of the applicant. Sconnect even writes down the method they use for
calculating an increase in salary every month. Not only salary, many types of
bonuses payments and incentives such as the thirteenth month salary, the New Year
bonuses, Lunar New Year’s bonuses, paid vacations and so on are also listed out.
Regarding the timeliness of Sconnect’s recruiters, at Sconnect, the advantage of
early recruitment (Thurow, 1975) is for desirable employees or positions that the
company is urgently in need. The interview appointments are purposely arranged
for the urgent cases first because the time for filling these positions is short. The
company often announces the interview by both phones and emails. The job
description of the position is always attached with the interview offer as the
company expects the applicants to read carefully the responsibilities of the jobs.

20
2.2. Assessment
2.2.1. Strengths
2.2.1.1. Clear recruitment procedure and recruitment objectives
Sconnect does not only have a clear recruitment procedure but they also establish a
core set of recruitment objects before planning the recruitment, which helps make
the recruitment procedure more effective. In a company with 180 employees and 13
divisions, Sconnect’s recruitment strategy is clear enough so that every division can
understand and follow easily. When the proposals are approved by the General
Director and the Human Resource Manager, other recruiters continue to work on.
The recruitment process happens smoothly and faster as the time for communication
among divisions and layers of management is minimized. Moreover, the
recruitment objectives such as job performance, quality of applicants, speed of
filling jobs and number of new hires are established by heads of divisions from the
beginning when they propose their needs for new staff. This saves time as the
recruitment team will not have to ask for these details anymore. They can work on
the strategies and advertise jobs on the recruitment sources.
2.2.1.2. Good use of recruitment sources
Up to now, Sconnect is efficient in the way they allocate time and effort for different
recruitment resources including referrals, recruiting websites and Facebook. The
number of employees hired by referrals is about 30% the number of employees in
Sconnect (Sconnect, 2019). Websites such as topcv.vn and Careerlink.vn are sources
that get the most applicants. Selectees from these sites account for 60% of the total
employees (Sconnect, 2019). Meanwhile, only 10% of the employees have known
about the job on Facebook (Sconnect, 2019). Therefore, the company encourages its
workers to refer new hires by giving a bonus of VND 1,000,000 for each position
they can make a referral. During the recruitment process, the recruiters in the Human
Resource division can focus on advertising the jobs on topcv.vn and careerlink.vn.
Thanks to topcv.vn’s applicants search function, Sconnect can actively find new hires
for the urgent positions. Both websites are popular, candidates seeking jobs on these
sites are mainly in the age from 22 to 32, the range that Sconnect targets. It is free to
post jobs on careerlink.vn. For topcv.vn, even though the company has to pay VND

21
7,480,000 for the package, compared to other websites, this is an affordable price.
Sconnect can post infinite jobs in a year, filter resumes, apply bold and red highlights
for job posts, create a Sconnect’s recruitment page and search for Pro CVs.
2.2.1.3. Realistic and specific recruitment message
Realistic and specific job descriptions help the company find employees who have
met expectations and later have a better level of satisfaction for the job . All
information about a job has been mentioned in the job proposal by supervisors, who
know best when it comes to the responsibilities and requirements for the job. That is
the reason why the message written based on the proposal is found truthful and
accurate. Researchers such as Breaugh (1992) believed that with such realistic job
previews, candidates can self - select during job search and the unmet expectations
will be avoided. This will result in a higher level of job satisfaction and lower the
turnover rate. Moreover, in the emails of interview invitations to interviewees,
Sconnect’s recruiters always purposely attach the job description for the position one
more time. They want to make sure that the candidates know well about the job before
the interview. One of the Sconnect’s interview questions even addresses the
knowledge of a candidate about duties of a job (Sconnect, 2020).
2.2.2 Weaknesses
2.2.2.1 Unwritten recruitment strategies
Even though Sconnect has well - designed their recruitment process and other
recruitment documentations, they have not thought carefully about the strategies to
find new staff. Normally, when a strategic idea comes up randomly, recruiters in the
Human Resource department will give it a try, if it fails, they will stop. Failures and
successes from these trials become experience and are passed on to new recruiters
of the Human Resource department by mouth. This phenomenon results in the
waste of time and money. There is no such thing like a brainstorm meeting for the
recruiting staff to discuss ideas for the effective strategy. For example, the meeting
needs to come up with a strategy specified which positions Sconnect wants to hire,
what types of people are suitable for each position. According to Rynes (1991),

22
different individuals use different sources for seeking jobs, so the next question
should be which recruitment sources can be used to meet those people. The plan
also needs to discuss what are the prioritized positions for the current month, the
speed needed to fill the job and a timeline of the plan with clearly defined person in
charge for each task.
2.2.2.2. Unclear recruitment budget
In the data system of Sconnect, a document of budget recruitment cannot be found,
which can hinder the effectiveness of the recruitment. The reason for this is that the
Human Resource department does not have a specific strategy in written form. It is
hard to give a budget for something that seems ambiguous like the strategy from
experience and passed by words of mouth among employees. Without the
recruitment budget, the recruiting staff is not empowered or free to find applicants
in different ways. The recruitment may end up costing much more money than it
should have been due to money lost investing in an ineffective recruitment process
and longer time to fill in the positions. For the budget clearly shows where the
money should go in each recruitment activity, it can be confusing for the employees
to actively post job announcements on other recruitment sources rather than
topcv.vn or careerlink.vn without it. Despite having found other sources of
recruitment more efficient, they cannot use them by their own decisions but have to
take time asking for permission from the head of Human Resource department.
2.2.2.3. Unexploited third - party recruitment sources
For external recruitment sources, Sconnect mainly uses recruiting websites and
social media sites. These methods are efficient in recruiting but not expensive.
Nevertheless, there are other sources of recruitment that remain untouched, for
example, the campus recruitment or recruitment agencies (i.e., headhunt service).
Nowadays, many universities have organized job fairs where employers come to
introduce their companies as well as the internship opportunities and vacancies that
they need. Annually, there are job fairs held by the Foreign Trade University for
corporations to come and interview directly the university’s senior students. It can
be said that the students from famous universities create a continuous valuable
human resource which needs to be exploited more. Besides, when Sconnect expands

23
and needs more high profile employees, the recruitment agency can help boost the
efficiency of the recruitment process in terms of time filling the vacancies and
quality of employees.
2.2.2.4. Ineffective assessment after recruitment process
Even though the company has an assessment of new hires for their job performance
before recruiting them officially, it can only assess the quality of the applicants but
not the whole recruitment process. If the quality of new hires are not as expected,
the cause for the failure is difficult to be found. In addition, to improve the
recruitment process, Sconnect has to give the process a thorough evaluation.

24
CHAPTER 3: RECOMMENDATIONS
In the last chapter, some weaknesses in Sconnect’s current recruitment has been
explained. The following are recommendations that are believed to help minimize the
weak points and increase the efficiencyof the recruitment procedure.
3.1. Planning a proper recruitment strategy
Before activating any recruitment activities, Sconnect’s recruiting staff should have
a brainstorming process to analyse thoroughly the following questions suggested by
Breaugh (2000). Firstly, Sconnect should draw a clear picture of who they are going
to hire, for example, age, personality, qualifications and working experience. Having
defined appropriate types of candidates for the vacancies, they have to answer the
question of where they can best approach the target applicants and which recruitment
sources they will use to attract the applicant pool? It is time for Sconnect to innovate
their recruitment methods. The efficiency of recruiting websites and social network
sites cannot be denied, yet so as to have a higher quality of employees, Sconnect
should think about other recruitment sources as campus interview or recruitment
agencies. The next question is when to recruit. Sconnect is in the expansion phase
which causes the increase in vacancies; therefore, they are recruiting continuously
every month. Later, when the company is in other phases of the business cycle and
uses batch recruitment, it is necessary to know when to recruit. And the final
fundamental question is what message Sconnect should convey to the applicants. The
message often includes Sconnect’s culture and image, the job previews and benefits
for employees. Sconnect team needs to think about appropriate ways to transfer the
message to the right target applicants. These questions are just the basic ones to start
developing a proper strategy. They should be discussed openly among the Human
Resource department employees to address more issues during the recruitment
process such as the person in charge, time and budget to accomplish the plan.

25
3.2. Forming a transparent recruitment budget
Having a clearly defined recruitment budget from the beginning will help Sconnect’s
recruiting team be more flexible in their activities. For example, they
will not have to wait for a confirmation from the General Director every time they
need to buy a package service of Topcv.vn or careerlink.vn. This avoids dead time
and boosts the efficiency of the recruitment process. This budget is also helpful in
assessment after every recruitment. It allows the company to look back on the money
they plan to spend compared to the actual money spent during the recruitment. From
there, Sconnect can better allocate its budget in the future recruitment campaigns.
3.3. Exploiting third - party recruitment sources
Up to now, Sconnect’s employees are mainly hired by referralsor recruiting websites.
It is time for Sconnect to try creating new applicant pools by approaching campus
interview method. There is a large number of students graduating from universities
every year; therefore, students can become the source of recruitment that Sconnect
needs in the phase of expanding business. Instead of searching for applicants online,
Sconnect can create a network with universities which train their students with skills
and knowledge that Sconnect needs. For instance, positions that Sconnect needs in
this phase are mainly animators, scriptwriters and video editors. For animators and
video editors, Sconnect can directly work with some universities such as Vietnam
University of Fine Art, University ofIndustrial Arts or Arena Multimedia to introduce
Sconnect as well as job opportunities to undergraduate and new graduate students.
For script writers, Sconnect can recruit students from universities such as University
of Theater and Performing Arts of Hanoi or Academy of Journalism and
Communication.
To attract high quality students from the above universities, it is essential to build
employer brand there. Collins and Han (2004) noted that there are low and high
involvement recruitment strategies. The typical low – involvement recruitment
practices include online advertisments on websites, social media sites and
sponsorship. Many companies such as VN PAY or AEON have used these practices

26
to raise student job seekers’ awareness of the brands and at the same time cultivate
the positive perception of the organization in students’ minds. For instance, VN PAY
has sponsored for Kawai Start Up Fair 2020, AEON has scholarships for Vietnamese
students in many universities. Collins and Han (2004) also suggested
that these low – involvement recruitment activities were the most effective choice for
companies that are unlikely to be aware of. For Sconnect is a young start – up
company in a new field, the company should start with these low – involvement
practices to gradually create an employer brand.
3.4. Assessing the whole recruitment process
As stated in the previous part, Sconnect is growing rapidly and thus desires a larger
number of employees. Over a month, this number has increased continuously from
about 170 employees to reach 210 employees. The growth in the quantity of
employees shows that the recruitment procedure is still effective. However, to
increase the efficiencyeven more and attract more high - quality employees, Sconnect
needs to give its recruitment process a thorough assessment. Kevin D. Carlson et al
(2002) has created an evaluation framework for every kind of recruitment process. In
the research, Kevin D. Carson et al (2002) recommended that a company should
decompose the recruitment process and assess the attraction outcomes. He
emphasized on the importance of attraction outcomes as attraction activities generate
the applicant pool whose quality of the applicants determines the success of a
recruitment campaign. Terpstra & Rozell (1993) also claimed that an organization
reaches greater annual profits as well as greater annual profit growth if it conducts
follow – up studies to decide the most effective recruitment sources and concentrates
on those. Sconnect has focused on a few recruitment sources only and this results in
effectiveness of the current recruitment process. However, in a fast - changing world,
the company needs to study and do other recruitment practices such as creating
network with universities as recommended in the last part. By doing so, Sconnect will
have the broadest view of how effective are the recruitment sources and determine
proper allocation of effort and budget accordingly, which will help the company
become more proficient.

27
CONCLUSION
In summary, with the purpose of improving Sconnect’s recruitment procedure, I have
reviewed some literature related to recruitment processes to find a model for the
assessment of Sconnect’s procedure. Based on the model of organizational
recruitment process suggested by Breaugh (2000), the report has assessed each step
of the current procedure and found strengths as well as weaknesses that Sconnect
need to work on to increase their efficiency. Sconnect has a clear recruitment
procedure and objectives which help reduce the time for communication among
divisions. Although there are few recruitment sources used, advantages that these
sources provide have been taken fully by Sconnect. That is why Sconnect can still
find their applicants and has never been short of human capital. Moreover, Sconnect
conveys realistic and specific recruitment messages and makes sure the candidates
know well about the responsibilities of the positions they apply for. However, to meet
the continuous need for talented employees in the phase of expanding, Sconnect
needs to plan a proper recruitment strategy with a clear budget before every
recruitment campaign. A clearer plan and a transparent recruitment budget will avoid
dead time, increase productivity, and empower recruiting employees to make the
recruitment procedure even more effective. Besides, third - party recruitment sources
such as campus interviews or employment agencies are also helpful to create
sustainable new talent pools. Last but not least, having an assessment of the whole
recruitment process periodically will help the company detect the defects influencing
the efficiencyof the recruitment process.
Due to the limitation of time, materials and my research capability, the report has
several weaknesses as the following. First, the recommendations are given by using
observations and secondary research. There is little research on recruitment process
evaluation in Vietnam; therefore, the practicality and effectiveness of the
recommendations to Vietnamese companies has not been approved. Second, although
the report has mentioned the evaluation framework by Kevin D. Carlson et al (2000),
a step by step process to assess the recruitment procedure has not been explained.
Last but not least, this report has mentioned employer branding but has not discussed

28
further on its influence on the recruitment process. If time allows to write more on
this topic, I would like to do more research employer branding and its effect or the
retention policy of Sconnect.
Future research or reports on recruitment process should pay attention to
quantifying the assessment of the procedure using the framework of Kevin D.
Carlson et al (2000) or other suggested models. Moreover, it will be useful if in the
future, there are more case study research on the practicality of using third – party
recruitment sources such as campus interview or employment agencies in Vietnam.
I hope this report would help the company in rebuilding the strategy for recruitment
and then maximize its efficiency. Regarding other companies, I hope this report will
help them be aware of popular problems in small and medium enterprises and then
avoid making the same mistakes.

29
REFERENCES
1. Ahmady, G.A., Mehrpour, M. and Nikooravesh, A., 2016. Organizational
structure. Procedia-Social and Behavioral Sciences, 230, pp.455-462.
2. Allen, D.G., SCOTTER, J.R.V. and Otondo, R.F., 2004. Recruitment
communication media: Impact on prehire outcomes. Personnel Psychology,
57(1), pp.143-171.
3. Barber, A.E. and Roehling, M.V., 1993. Job postings and the decision to
interview: A verbal protocol analysis. Journal of applied psychology, 78(5),
p.845.
4. Barber, A.E., 1998. Recruiting employees: Individual and organizational
perspectives (Vol. 8). Sage Publications.
5. Bloom, N. and Van Reenen, J., 2011. Human resource management and
productivity. In Handbook of labor economics (Vol. 4, pp. 1697-1767).
Elsevier.
6. Boudreau, J.W. and Rynes, S.L., 1985. Role of recruitment in staffing utility
analysis. Journal of applied psychology, 70(2), p.354.
7. Breaugh, J.A. and Starke, M., 2000. Research on employee recruitment: So
many studies, so many remaining questions. Journal of management, 26(3),
pp.405-434.
8. Breaugh, J.A., 1992. Recruitment: Science and practice. Pws Publishing
Company.
9. Breaugh, J.A., Greising, L.A., Taggart, J.W. and Chen, H., 2003. The
relationship of recruiting sources and pre‐ hire outcomes: Examination of
yield ratios and applicant quality. Journal of Applied Social Psychology,
33(11), pp.2267-2287.
10.Cable, D.M. and Turban, D.B., 2001. ESTABLISHING THE
DIMENSIONS, SOURCES, AND VALUE OF JOB
SEEKERS'EMPLOYER KNOWLEDGE DURING RECRUITMENT.
Research in personnel and human resources management, 20, pp.115-164.

30
11.Carlson, K.D., Connerley, M.L. and MECHAM III, R.L., 2002. Recruitment
evaluation: The case for assessing the quality of applicants attracted.
Personnel Psychology, 55(2), pp.461-490.
12.Chaiken, S. and Stangor, C., 1987. Attitudes and attitude change. Annual
review of psychology, 38(1), pp.575-630.
13.Collins, C.J. and Han, J., 2004. Exploring applicant pool quantity and
quality: The effects of early recruitment practice strategies, corporate
advertising, and firm reputation. Personnel psychology, 57(3), pp.685-717.
14.Connerley, M.L. and Rynes, S.L., 1997. The influence of recruiter
characteristics and organizational recruitment support on perceived recruiter
effectiveness: Views from applicants and recruiters. Human Relations,
50(12), pp.1563-1586.
15.Fisher, C.D., Ilgen, D.R. and Hoyer, W.D., 1979. Source credibility,
information favorability, and job offer acceptance. Academy of Management
Journal, 22(1), pp.94-103.
16.Huber, G.P., Daft, R.L., Jablin, F., Putnam, L.L., Roberts, K.H. and Porter,
L.W., 1987. Handbook of organizational communication.
17.Huslid, M.A., 1995. The impact of human resource management practices on
turnover, productivity, and corporate financial performance. Academy of
management journal, 38(3), pp.635-672.
18.Moser, K., 2005. Recruitment sources and post‐ hire outcomes: The
mediating role of unmet expectations. International Journal of Selection and
Assessment, 13(3), pp.188-197.
19.Orlitzky, M., 2007. Recruitment strategy. The Oxford handbook of human
resource management, pp.273-299.
20.Phan, U.H., Nguyen, P.V., Mai, K.T. and Le, T.P., 2015. Key determinants
of SMEs in Vietnam. Combining quantitative and qualitative studies. Rev.
Eur. Stud., 7, p.359.
21.Rynes, S.L., Bretz Jr, R.D. and Gerhart, B., 1991. The importance of
recruitment in job choice: A different way of looking. Personnel psychology,
44(3), pp.487-521.

31
22.Sconnect Co., Ltd, 2020. Integration Training.
23.Sconnect Co., Ltd, 2020. Recruitment procedure.
24.Terpstra, D.E. and Rozell, E.J., 1993. The relationship of staffing practices to
organizational level measures of performance. Personnel psychology, 46(1),
pp.27-48.
25.Thurow, L.C., 1975. Generating inequality. Basic books.
26.Tybout, A.M. and Artz, N., 1994. Consumer psychology. Annual review of
psychology, 45(1), pp.131-169.
27.Wanous, J.P., Poland, T.D., Premack, S.L. and Davis, K.S., 1992. The effects
of met expectations on newcomer attitudes and behaviors: a review and
meta-analysis. Journal of applied psychology, 77(3), p.288.

Field Report Recruitment Procedure At Sconnect Limited Company.docx

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Ähnlich wie Field Report Recruitment Procedure At Sconnect Limited Company.docx

Ähnlich wie Field Report Recruitment Procedure At Sconnect Limited Company.docx (20)

Mehr von Nhận Làm Đề Tài Trọn Gói Zalo/Tele: 0917.193.864

Mehr von Nhận Làm Đề Tài Trọn Gói Zalo/Tele: 0917.193.864 (20)

Kürzlich hochgeladen

Kürzlich hochgeladen (20)

Field Report Recruitment Procedure At Sconnect Limited Company.docx