(LUẬN văn THẠC sĩ) research on human resouce management in unicef with a focus on management of expert and consultants in unicef viet nam

ĐẠI HỌC QUỐC GIA HÀ NỘI
KHOA QUẢN TRỊ VÀ KINH DOANH
---------------------

NGUYỄN THỊ BÍCH THỦY

RESEARCH ON HUMAN RESOUCE MANAGEMENT IN
UNICEF WITH A FOCUS ON MANAGEMENT OF EXPERT AND
CONSULTANTS IN UNICEF VIET NAM
NGHIÊN CỨU QUẢN TRỊ NGUỒN NHÂN LỰC TẠI UNICEF,
TẬP TRUNG VÀO HOẠT ĐỘNG QUẢN LÝ CHUYÊN GIA,
TƯ VẤN Ở UNICEF VIỆT NAM

LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH

HÀ NỘI - 2020

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ĐẠI HỌC QUỐC GIA HÀ NỘI
KHOA QUẢN TRỊ VÀ KINH DOANH
---------------------

NGUYỄN THỊ BÍCH THỦY

NGHIÊN CỨU QUẢN TRỊ NGUỒN NHÂN LỰC TẠI UNICEF,
TẬP TRUNG VÀO HOẠT ĐỘNG QUẢN LÝ CHUYÊN GIA,
TƯ VẤN Ở UNICEF VIỆT NAM
RESEARCH ON HUMAN RESOUCE MANAGEMENT IN
UNICEF WITH A FOCUS ON MANAGEMENT OF EXPERT AND

CONSULTANTS IN UNICEF VIET NAM
Chuyên ngành: Quản trị kinh doanh
Mã số: 60 34 01 02
LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH

NGƯỜI HƯỚNG DẪN KHOA HỌC: PGS.TS. NGUYỄN NGỌC THẮNG

HÀ NỘI - 2020

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DECLARATION

I assure that the data and research findings in this Thesis « Research on
Human resource with a focus on management of experts and consultants in
UNICEF Vietnam” are truthful and are my own research findings.
Materials and data used in this Thesis were partially collected from functional
sections, departments, from specialists and staff who have been working with
UNICEF Vietnam, and partially collected by the author through surveys with coworkers and desk review of publicized documents, etc. Quotes were cited clearly.

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ACKNOWLEDGEMENT
During the preparation of the Thesis “Research on Human resource with a focus
on management of experts and consultants in UNICEF Vietnam”, I received the
instruction, support, and encouragement of many individuals and collective groups.

I would like to express my deepest acknowledgement to all individuals and
collective groups who facilitated and supported me during my research.
I would like to thank the Hanoi School of Business and Management (HSB), Hanoi
National University for facilitating me in all aspects during my learning and
completion of this Thesis.
I would like to express my sincere thank to the Instructing Lecture, Ass. Prof.
Nguyen Ngoc Thang for instructing and supporting me enthusiastically during my
preparation of this Thesis.
Also I want to thank for the encouragement, supports from my friends and family
for me to complete this Thesis.
My sincere thanks go to all of your precious support.

AUTHOR

Nguyen Thi Bich Thuy

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TABLE OF CONTENTS

DECLARATION...........................................................................................................i
ACKNOWLEDGEMENT ..........................................................................................ii
INTRODUCTION .......................................................................................................1
1. Rationale for topic selection ........................................................................... 1
2. Research objectives ......................................................................................... 2
3. Object and scope of the research ................................................................... 2
4. Research Method: ........................................................................................... 3

5. Structure of the Thesis .................................................................................... 3
CHAPTER 1: THEORIES ON HUMAN RESOURCE MANAGEMENT ......4
1.1. Some relevant definitions ............................................................................ 4
1.1.1. Human resource .......................................................................................... 4
1.1.2. Human Resource Management (HRM) ....................................................... 5
1.1.3. Objectives, meaning of HR management .................................................... 6
1.2. Basic contents of HR management ............................................................. 7
1.2.1. Recruitment ................................................................................................. 7
1.2.2. Training ..................................................................................................... 19
1.2.3. Job delegation ........................................................................................... 21
1.2.4. Health care and protection for employees ................................................ 22
1.2.5. Work motivation ........................................................................................ 23
1.3. Factors affecting HRM in an organization .............................................. 25
1.3.1. External factors ......................................................................................... 25
1.3.2. Internal factors .......................................................................................... 27
2.1. Research process ........................................................................................ 29
2.2. Research design .......................................................................................... 30
2.2.1. Preliminary research ................................................................................ 30
2.2.2. Official research ....................................................................................... 36
2.3. Sample designing ........................................................................................ 36
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2.4. Data collection ........................................................................................... 39
2.4.1. Primary data ............................................................................................. 39
2.4.2. Secondary data ......................................................................................... 39
2.5. Data analysis method ................................................................................. 39
3.1. Overview of UNICEF Vietnam ................................................................. 40

3.1.1. UNICEF Vietnam’s operation viewpoint ................................................ 41
3.1.2. Organizational structure and function .................................................... 42
3.2. Recruitment, use and assessment of experts............................................ 44
3.2.1. Recruitment process, assessment of performance of consultants,
experts and benefits ............................................................................................ 44
3.2.2. Comments/assessment on the HRM over consultants/experts ............... 45
3.3 Verifying the scale of HRM factors in UNICEF Vietnam....................... 47
Characteristics of surveyed respondents ........................................................... 47
3.4. Descriptive statistics with factors of expert - HRM in UNICEF
Vietnam .............................................................................................................. 48
CHAPTER 4: CONCLUSION AND RECOMMENDATIONS ........................52
4.1. Contribution by the research .................................................................... 52
4.1.1. Contribution in terms of theory ............................................................... 52
4.1.2. Contribution in terms of experiment ....................................................... 52
4.2. Viewpoint on expert management of UNICEF Vietnam........................ 52
4.3. Some HRM solutions in UNICEF Vietnam ............................................. 54
4.3.1. Improving quality of recruitment work ..................................................... 54
4.3.2. Solutions to improve quality of trainings, fostering professional skills ... 57
4.3.3. Solutions to improve quality of employee arrangement ........................... 59
4.3.4. Solutions on policies to assess work performance .................................... 60
4.3.4. Solutions to improve effectiveness of remuneration policy ...................... 60
4.3.5. Developing corporate culture ................................................................... 62
CONCLUSION...........................................................................................................65
REFERENCES ...........................................................................................................66
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1. Vietnamese materials .................................................................................... 66

2. English materials ........................................................................................... 66
APPENDICES

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LIST OF ACCRONYMS

AEC
CBPA
CR
CRBP
UN
MOE
RS
TD & E
WC

ASEAN Economic Community
Competency-Based Performance Appraisal
Compensation and Rewards
Children’s Rights and Business Principles
United Nations
Margin of error
Recruitment and Selection
Training, Development & Education
Work Conditions

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LIST OF TABLES

Table 2.1: Summarized HRM policies defined ........................................................ 31
Table 2.2: Scale to measure HRM policy................................................................. 33

LIST OF FIGURES

Figure 3.1: Organizational structure of UNICEF Vietnam ..................................... 43
Figure 3.2: Number of experts/consultants recruited ............................................... 44
Figure 3.3: Statistical characteristics of respondents ............................................... 48
Figure 3.4: Descriptive statistics on HRM factors ................................................... 50

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INTRODUCTION

1. Rationale for topic selection
Human resource (HR) plays important role in the activities of enterprises or
organizations, therefore the good use of this resource to serve the business
development and social development is an important task in the management of
organizations and enterprises. HR management requires understanding of many
aspects of human, with a viewpoint that human is the central element of

development. HR management techniques aim at facilitating human to promote
their full potential, at reducing resource waste and increasing the effectiveness of
the organization. Effective HR management is one of the biggest challenges to each
organizations in the market economy. Strong fluctuation in business environment,
fierce competition and the need to meet increasing HR demand have put great
pressure on the managers in Vietnam, requiring them to have new thinking in HR
management.
In the past years, UNICEF Office in Vietnam has highly appreciated of the role and
importance of HR to the existence and development of the organization, thus from
its establishment, HR management has always been the top priority of the
organization’s leaders. As a development organization, UNICEF provides
counseling and technical assistance for its partners being Government agencies,
therefore, the organization need to develop a workforce of expert and consultants
having good professional expertise and experience. However, the HR management
is still facing some challenges and difficulties with regards to the expert
management. With a wish to learn more about the situation of HR management in
the past time and propose solutions to complete HR management work, the author
decided to select the thesis topic “Research on Human resource with a focus on
management of experts and consultants in UNICEF Vietnam” as the final paper
for my Master degree.
HR is a crucial element to a development organization like UNICEF, and human
element, especially experts, play key role to the success of UNICEF in its operation

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in Vietnam. However, there are three short comings in the management of experts
in UNICEF i.e. Recruitment, Use of and Compensation and Rewards for employees.

2. Research objectives
2.1. Overall objectives
This research aims at understanding, analyzing HR management work, and
also surveying, analyzing experts’ comments and assessments on HR management
work in UNICEF, with a focus on the management of experts and consultants in
UNICEF Vietnam. Based on that, comments and assessments on the effectiveness
of HR management work in the organization could be made, together with
recommendations and solutions to complete and improve the quality of HR
management in UNICEF Vietnam.
2.2. Specific objectives:
- Review the theories on human resource (HR) and human resource
management (HRM).
- Analyze, assess the current situation of HRM (on the experts, consultants in
UNICEF Vietnam)
- Determine the importance of recruitment, use of, compensation and rewards
for and motivation for experts and consultants in UNICEF Vietnam.
- Propose some feasible solutions to improve effectiveness of HRM over the
experts and consultants in UNICEF Vietnam.

3. Object and scope of the research
3.1. Research object: Recruitment, using, retention, and motivation in HRM.
3.2. Scope of the research:
Research location: HRM over experts and consultants in UNICEF Vietnam
- Surveyed persons: experts, consultants working in UNICEF Vietnam: assess
on the recruitment, use, retention and generating motivation in HR management in
UNICEF Vietnam.
- Reference to cases, solutions to complete the HR management in the
organizations, enterprises, etc.
Research duration: Find out about data, information on HR management

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issues (recruitment, use, retention, generating motivation) in UNICEF Vietnam in
the period 2016-2018. Data are for the period 2015-2019.
4. Research Method:
a. Method of document research:
Collecting documents from various sources: Scientific articles, research topics
and other related documents. Through general theoretical analysis, systematizing
classification and generalization of the theory from which to draw scientific
conclusions is the theoretical basis for the topic.
b. Method of sociological survey by questionnaire:
Methods of survey by questionnaire: The questionnaire was built based on the
overview of documents to collect information and analyze the current situation of
human resource management of experts and consultants in Unicef Vietnam.
c. Mathematical statistical methods:
Using mathematical statistical methods to process data and test scales
Data analysis process:
- Descriptive statistics.
- Assessing the reliability of the scale by Cronbach alpha reliability
coefficient.
5. Structure of the Thesis
In addition to the introduction, conclusion, list of references, and attached
appendices, the structure of this Paper consists of four Chapters, including:
Chapter 1: Theories on human resource management
Chapter 2: Research methodology
Chapter 3: Research findings
Chapter 4: Conclusions and recommendations

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CHAPTER 1: THEORIES ON HUMAN RESOURCE MANAGEMENT

1.1. Some relevant definitions
1.1.1. Human resource
Human resource (HR) is the internal resource of each person, including visible
and potential resources. HR is reflected by the work capacity, includes health,
competence, psychology, level of efforts, creativity, or passion, etc.
It has been proved in reality that human role in production is crucial, HR is the
key element among all production elements. Without human, all other elements
cannot be operated, and used in production.
“Human resource” term appeared since 1980s when there was basic change in
management method which used human in the work economy. Previously staff was
considered as those obeying tasks who were dependent, whose labor should be
exploited at maximum level, at minimum cost, but since 1980, HR management
(HRM) with new method has been more flexible and better facilitated laborers so
that they could promote their fullest potential accumulated through the work and
development.
There have been various different viewpoints on HR such as:
“HR is all the knowledge, skills, experience, competence and creativity of
human that relate to the development of each individual and of the whole country.”
(World Development Indicators, 2000, WB).
“HR is human resource in generating physical and mental assets for the
society, reflected as the certain quantity and quality at some certain time” according
to Mai Quoc Chanh (2008). “HR is a category used to show the potential strengths

of the population, the ability to mobilize in the process of producing physical and
mental properties for the society, at present and in the future. The strengths and
ability are reflected via the quantity and quality, and structure of population,
especially the quantity and quality of people who are capable of joining the social
production.”
According to Pham Minh Hac (2001), “HR is the synergy of all work potential
of a country or a province, i.e. workforce prepared (at different levels) to be ready
to take some job, i.e. laborers having skills (or capacity in general), by meeting the
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requirements of the labor structure shifting mechanism, and the economic structure
in the orientation of industrialization and modernization.”
The above viewpoints approach HR from macro perspective, and from the
perspective of an organization or enterprise, there are different viewpoints on HR as
follows:
“HR of an enterprise is the workforce of the enterprise, is the number of
people in the list of the enterprise, paid by the enterprise” according to Bui Van
Nhon (2006).
Hence, from different perspectives, there could be different concepts of HR,
yet these above mentioned concepts are similar in basic content: HR is the source to
provide labor to the society. Human, as an element compositing the workforce takes
the leading position, is the basic resource and endless resource for development, HR
cannot be viewed merely as either the quantity or the quality perspective, but HR
must be the combination of both quantity and quality; HR is not just the population
at working age but they are different human generations with potential and strengths
in renovating the nature and renovating the society.
In each enterprise, HR is an important and unlackable resource that determines

the success or failure of the enterprise. Therefore, managers must care and foster
their HR to assure their personnel’s quality and quantity, to ensure that the
enterprise can develop not only at present but also in the future.
1.1.2. Human Resource Management (HRM)
HRM is a system of philosophies, policies and functional activities to attract,
train – develop and keep personnel of an organization to obtain the optimal results
for both the organization and its staff.
According to Mathis & Jackson (2003), HRM is the design of formal system
in an organization to assure effective and efficient use of human talents to serve the
organization’s objectives.
According to Felix Migro: “HRM is an art of selecting new staff and use of
old staff in a way that the production and work quality of each of them is at
maximum level possible.”

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“HRM is a system of philosophies, policies and functional activities to attract,
train – develop and keep personnel of an organization to obtain the optimal results
for both the organization and its staff” according to Tran Kim Dung (2006).
As one of the basic functions of the organization management, HRM includes
planning, organization, direction and control of activities to attract, use and develop
personnel to achieve the organization’s objectives.
HRM can be understood as the recruitment, selection, retention, development,
use, encouraging and providing necessary condition for personnel, through the
organization, to attract, build, develop, use, assess, preserve and maintain a suitable
workforce to the organization’s requirements, both in quantity and quality.
HRM is one among important and basic functions of management work, as

human is the key part, the most important resource, and the center of development
of each company or enterprise. If sale department is considered as the front-line and
the spearheaded department that generates all benefits and revenue to the enterprise,
then human resource is considered as the firm back to help the enterprise develop.
Therefore, the attraction, training, recruitment, assessment, arranging personnel of
suitable competency and quality to suitable positions, and monitoring, directing,
ensuring the compliance with the laws on labor and employment, etc. are the
leading tasks of managers.
However, in nature, HRM is the management of human within an
organization, it’s how an organization treats its employees. In other words, HRM is
responsible for bringing employees into the organization, helping employees do
their job, remunerating them for their work, and addressing emerged issues.
1.1.3. Objectives, meaning of HR management
*. Objectives: HR management studies the issues on human management at
macro level with two basic objectives:
– Use effectively human resource to increase production and effectiveness of
the organizations.
– Meet increasing needs of employees, facilitate so that employees can
promote to their fullest potential all personal capacity, so that they are stimulated,
encouraged the most in work place, and they are loyal, committed to the enterprise’s
work (Tran Kim Dung, 2018).

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*. Meaning of research on HR management: In modern time, HR management
plays increasing important role for following reasons:
+ Due to the tougher competition in the market, in order for an organization to

survive and develop, it must restructure itself to be small and neat, dynamic, in
which human element plays determinant role. Therefore, finding the right persons,
assigning them to right tasks and positions is a concern of all kinds of organizations
at this time.
+

Advances in science and technology, together with the economic

development, force managers to adapt. Therefore, the recruitment, arrangement,
training, appointing staff within each organization in an optimal way must be the
highest priority.
+ Research on HR management will help managers learn how to communicate
with others, know how to make questions, know how to listen, to find a common
language with their employees, and know how to be sensitive with their employees’
needs, know how to assess employees correctly, know how to attract their
employees to be enthusiastic at work and to avoid mistakes in the recruitment, use
of employees and to improve quality of work and effectiveness of the organization.
1.2. Basic contents of HR management
1.2.1. Recruitment
1.2.1.1. Concept of HR recruitment
For an organization to have high quality personnel then firstly, it should
control well the input personnel, i.e. its recruitment must be done well.
Recruitment plays crucial role in improving the quality of human resource in
each organization. Good recruitment shall result in personnel having good capacity,
competency and moral quality, and vice versa if recruitment is not paid with
appropriate attention, then the organization may not recruit talented staff with good
ethnic conditions.
Recruitment must meet following principles: recruitment must be based on
work requirements, must be objective, fair, and conducted based on the number of
staff in need; there should also be analysis on the posts to recruit, the recruitment

requirements and criteria.

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In order to have enough staff of good quality, the managers should pay
attention to this issue right from the recruitment phase. This is an important phase
that affects greatly on the quality of the enterprise’s future human resource. If this
task is well done, the enterprise shall recruit competent staff of good ethics, which
is the basic foundation for the development of quality human resource in the
enterprise. On the contrary, if recruitment is not well done, then the enterprise
cannot select the competent and ethical staff, decreasing the quality of human
resource, or even leading to the personnel shortage or even personnel crisis,
preventing the improvement of human resource’s quality, leading to more cost and
time needed.
Good recruitment is one among methods to increase human resource quality.
In the recruitment process, attention should be paid to the followings:
-

Recruitment should start from the need for personnel, based on the
positions to be recruited, and the job requirements, should avoid the
redundancy or shortage of staff, avoid the recruitment of staff of poor
quality or those who do not fit the needs.

-

Recruitment process must be specifically developed and planned to assure
the implementation as planned. Requirements, standards/criteria must be

clearly mentioned and publicly published for all candidates to know. The
process must be objective and fair to avoid the recruitment of “family
members” whose capacity and ethics are not good.

1.2.1.2. Recruitment process
*. Recruitment process

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Figure 1.1. Recruitment process

HR planning
Alternative
measure

Recruitment

Internal source

External source

Recruitment method

Recruitment method

Conduct the recruitment
(Source: Bui Hoang Loi,2007)

 HR planning
HR planning is an activity conducted at year-end based on the production
and business plan for coming year of the organization, HR need is assessed and
identified to meet the work objectives and to make work plans to meet such need.
The contents of the HR plan include: estimated number of staff needed with
certain skills to fulfill the planned tasks (HR demand); estimated number of staff
who will work for the organization (HR supply); selection of measure to balance
human resource supply and demand in appropriate time in the future. Based on that,
decisions on recruitment and recruitment contents are made e.g. positions to be
recruited, number of staff in each position, technical requirements, etc.
 Alternative measures (instead of recruitment)
Once an organization faces financial difficulties regarding the recruitment,
following measures could be alternative solutions:
Sub-contract: In case of difficulties and the organization can’t recruit, then

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the organization can hire another organization to do the job in the form of
sub-contract. However, in order for this method to be effective, different
aspects should be thoroughly analyzed e.g. work quality, cost and benefits of
different parties. During the sub-contract, attention should be paid to tasks
requiring high expertise so that each part of the task could be sub-contracted.
Usually the sub-contractors are those who have high level of job
specialization, therefore usually the costs for such tasks are low.
Overtime work: In production and business, in many cases an organization
must complete in a very limited time some tasks, and such organization
cannot recruit immediately new staff but usually they have to apply a

common measure that is overtime work. Overtime work allows cost saving
for recruitment, increased productivity without additional laborers. On the
other hand, young staff usually like working overtime to have more income.
Hiring laborers from manpower company: When applying alternative
method, we need to care some following points:
- Laborers hired from other companies usually do not enjoy benefits and
welfare in such companies, therefore somehow they are not so excited, and
actually this is a way of lowering the living standards of laborers, therefore,
we must prevent the idea of “making full use of laborers”.
- To improve the link between laborers and the tasks, and to limit the situations
where laborers could lose benefits, we need to apply some regulations as below:
Temporary tasks: must regulate the time – number of days or hours.
Employers must buy health insurance, contribute social insurance for
employees and must apply other regulations on benefits for the employees.
Organizations offering leased employees must offer benefits to employees in
accordance with prevailing regimes.
 Recruitment source
To have sufficient employees of good quality to fulfill the vacant positions, an
organization must consider and select, determine that in which position should they
recruit someone internally, or externally, based on that, they can develop suitable
recruitment options. There are two sources of recruitment: internal source from
within the organization and external source.

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Whether it is internal (promoting someone from lower position to higher
position) or external source, the following consideration must be made:

Internal source including persons who are working for such organization.
With current staff, when we recruit them to take higher positions, we create
good motivation for all those who are working in the organization as when they
know that they would have a chance for promotion, they would work with more
motivation, and they will work better, they have higher satisfaction at work, through
which their emotion and loyalty to the organization will be increased.
- Advantages of internal source:
+ They are familiar with the work in the organization, they passed the test on
loyalty. The biggest advantage is to save time for them to get used to the work, and
the work can be carried out without interruption, and it can minimize the wrong
decision in promotion and mobilization of staff.
- Disadvantages of this source:
+ When promoting current staff in the organization, we have to be alert with
the establishment of “unsuccessful candidates” group who are not appointed. These
people will manifest that they do not obey, do not cooperate with leaders, etc. This
could usually generate psychological conflicts e.g. division in groups, or internal
conflicts in the organization.
+ With medium and small-sized organizations, if we rely only on internal
sources then we cannot change the quality of laborers.
+ When developing promotion policy within an organization, there should be a
long-term development program with a more comprehensive, broader view, and
there must be clear plans.
External source: these are new applicants, including:
+ Those who graduated from university, colleges, high schools or vocational
schools (including those trained in Vietnam or overseas).
+ Those who are unemployed, who quit job.
+ Those who are working in other organizations.
- Advantages of this source:
+ These are persons equipped with advanced and systematic knowledge.

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+ They usually bring new viewpoints to the organization.
+ They are capable of changing the old style of the organization without being
afraid of receiving reactions by other persons in the organization.
- Disadvantages of this source:
+ It takes time to guide them, for them to get used to the work.
+ If we usually recruit external candidates (especially in promotion, higher
positions), then it would generate the feeling of disappointment in the current staff,
they think that they would not have a chance for promotion, which would lead to
difficulties in implementing the objectives of the organization.
+ If we recruit candidates who worked for our competitors, then we have to
care about the confidential of competitors, if not they would sue us because there is
an idea that usually when employees move to work for a new employer, they reveal
their previous employer’s business secrets.
When we recruit from external source, we need to care about some risks as the
skills of external candidates are just potential which may not be expressed, therefore
the recruited candidates may not meet the needs of the job immediately.
 Recruitment methods
For internal source, we can recruit using following methods:
- Posting a recruitment notice on the position in need. This notice will be sent
to all staff in the organization and provides information about the tasks and
expertise requirements of the post to be recruited.
- Referral by the organization’s staff. Through this channel, we can detect
those having suitable capacity to the job’s requirement, in a specific and fast way.
- Using information in the “Portfolio of skills” that each organization usually
makes on each employee and stores it in the HR software. In this portfolio, there are

usually such information as: available skills, educational/training level, work experience,
professional experience and other factors on personal qualities of the employees.
For external sources, we can apply following methods:
- Referral by an organization’s staff (similar to internal source).
- Posting recruitment advertisement on mass media e.g. on T.V., radio,
newspaper, magazines and other publications. Advertisement contents shall be

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dependent on the number and quality of employees to recruit, and the work nature.
There could be advertisement campaigns with many combined means, or there
could be separate ads. With this method, we should pay attention to the contents of
the ads so that applicants quickly contact the organization recruiting.
- Use of brokers and employment-service center. This method is being applied
commonly in Vietnam, especially with enterprises or organizations having no
specialized staff in HRM. Such centers are usually located in universities, colleges,
vocational secondary school and mass organizations, as well as in the local/central
labor management agencies (Ministry of Labor - Invalids and Social Affairs,
provincial Departments of Labor - Invalids and Social Affairs, Trade Union, Lao
Dong newspaper, etc.)
- Job fair. This is a new method being applied by many organizations. This
method allows candidates to get into direct contact with many employers, offering
larger options at large scale. At the same time, both candidates and recruiters could
receive more information, generating more accurate basis to make the best decisions
by both candidates and recruiters.
*. Selection process
Selection process includes many steps, each of which is considered to be a

fence to eliminate unqualified candidates. Number of steps in selection process is
not fixed but rather it depends on the complexity of the job/tasks, on the nature of
work. To be selected, candidates must pass all steps in the recruitment and selection
process. And each organization has its own ways of assessing a candidate. Most of
organization will gradually eliminate unsuitable candidates in each step, so they do
not have to track all candidates during recruitment process. Meanwhile some other
organizations let all candidates join all recruitment steps until they can recruit the
most suitable candidates. It depends on the organization’s financial resources for
recruitment, on the rate of applicants over the number of positions to be recruited,
and the reliability of information gathered.
When designing the steps and contents of each recruitment step, we need to
design in a way that can allow gaining the most typical and reliable information,
based on that we can make decision on recruitment.

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Figure 1.2. Selection process

Welcome and 1st round of interview
Screening of application dossiers
HR test

2nd Interview
Health check and assessing candidate’s physical condition
Interview by line supervisor
Verifying information gained during selection process

Visit the company/organization
Recruitment decision
(Source: Nguyen Van Diem and Nguyen Ngoc Quan, 2012)
Detailed steps:
 Step 1: Welcome and 1st round of interview
This is the first step in selection process, the first meeting between recruiter and
candidates. This step is to establish the relationship between applicants and
employer, and also to identify if an individual has suitable qualities and capacity for
the job, based on that decisions are made on whether or not the relationship with
that candidate should be maintained. In the interview, if candidates are detected not
to have suitable capacity for the job, they should be eliminated immediately,
however in order to make such decisions, standards/criteria should be developed in
a careful way. During interview, the subjective viewpoints of interviewers prevail,
therefore arbitrary standards should not be used to eliminate candidates. Especially
the elements including age, sex, race, religion, ethnic group and congenital

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disability should not be used to eliminate applicants. Key reasons to eliminate
candidates in the first step should be: they cannot meet requirements on education,
training, experience, required skills to do the job e.g. lack of skills mentioned in the
notice, having insufficient certificates or degree, or the interview findings show that
the person is too weak in expertise, or has low professional awareness/skills, etc.
 Step 2: Screening of applications
In all organizations, in order to have a job, candidates must submit
application. Application letter is an important content in the selection process.
Application letter is usually designed by the organization in a certain

template, and applicants can fill in the template as requested by employers.
Application templates are designed in a scientific and reasonable way, they can be
considered as an important tool to select right applicants. Application form
provides us with reliable information about a candidate’s past actions/behavior, as
well as their current skills, experience and knowledge, personal psychological
characteristics, expectations, wishes and other special competence. Application
form is a base to support other selection methods e.g. interviews. Application form
provides name, previous workplaces, and other HR profile information.
When designing application template, we should consider thoroughly needed
information, information that must be gathered to assure comprehension, accuracy,
and that applicant will provide exact information in need as requested.
In addition, application templates also include open questions, to assess
handwriting, etc.
Application templates, despite many advantages, have certain limits.
Application letter is just an objective procedure, it cannot replace the in-person
meeting between an applicant and company’s representative. On the other hand,
application letter could only be used to ask for a limited number of issues, it cannot
ask about all experience of the applicant. In the form, the applicant cannot explain
in detail the things s/he has done before. With the form, applicant always mentions
her/his good points only. The application form could only describe the current
situation, but it does not help us answer the “how” and “why?” With application
form, recruiters will have evidence to continue with next steps of selection or to
terminate the recruitment with some candidates.

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 Step 3: HR test

HR test is to help recruiters understand psychological features, capacities,
skills and other special competence of candidates when other HR information
cannot let us know accurately and sufficiently. HR tests bring about objective
results on the psychological characteristics of a person e.g. congenital capacity,
hobbies, personality of each person. These tests help understand special
characteristics of a person in implementing a job, especially typical jobs.
Appropriate tests should be used during selection in order to forecast the work
performance of a person. Therefore, the tests must be designed by those having
good understanding of the job or those who study thoroughly the Terms of
Reference of the job. In fact, there are currently many types of tests, therefore it’s
not easy to determine which type of test to use. To assess different angles of a
candidate, people can use the test/mock with future work that the person once
recruited would do, or a sample test.
In HR test, there are many types and many ways to classify. They can classify
by group or individual, based on the structure, or the assessment result to classify.
Usually HR tests are divided into: achievement test, talent and competency test,
personality/hobby test, truth test, or bio-test.
 Step 4: Selection interview (2nd round interview)
Selection interview is the process of verbal communication (via questions
and answers) between recruiters and applicants. This is one of the method
to gather information to make selection decision. Interviews help
overcome the disadvantages that the screening of application form has or
they provide with further information that cannot be reflected through
certificates or degrees.
Objective of interviews:
- To obtain information about the applicants – because information obtained
from other selection tools may not be sufficient, nor clear. Interviews provide
chances for information to be gained clearer, to be explained in more detail.
- To give prominence to the company – interviews help recruiters introduce
the company, let applicants understand clearly the strengths of the company. This is

the best way to advertise.
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