NGUYỄN VÂN THÙY ANH, PHD

GENERAL INFORMATION

 Course number: NLQT1117

 General Education courses
 Units: 3 credits

TS. NGUYỄN VÂN THÙY ANH, NEU

 Theoretical hours: 25
 Practical hours: 20
 Prerequisite: Management, Human Resource Management

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LECTURER’S INFORMATION
 Full name: Nguyen Van Thuy Anh
Tittle: PhD

TS. NGUYỄN VÂN THÙY ANH, NEU

 Address: Building A1, Room 606, National
Economics University 227 Giai Phong, Hai Ba
Trung, Ha Noi
 Phone number: 0988082099; 84.4.36280280 /5686
; 84.4. 36280280/5683
 Email: thuyanhnv@neu.edu.vn,
thuyanhnv@yahoo.com
 Faculty/ Institute: Faculty of Human Resource
Economics and Management
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COURSE DESCRIPTIONS
 This course is to provide students with knowledge and skills of selecting and
placing right people into right positions at right time in an organization. Specific
topics covered will include the development and administration of internal and

Dr. NGUYỄN VÂN THÙY ANH, NEU

external recruitment, and selection process, onboarding and placement.
Throughout the course, the necessity for fair and legally compliant selection
processes will be emphasized. The course should be of interest not only to those
who plan a career in the field of human resource management, but also to those
who plan careers in any field where the recruitment and selection of people is a
part of their core job responsibilities.
 Main topics will be covered as follows:
Chapter 1: Nature of Staffing
Chapter 2: Recruitment
Chapter 3: Selection
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Chapter 4: Onboarding and Placement
LEARNING RESOURCES : COURSE BOOKS,
REFERENCE BOOKS, AND SOFTWARES
 Course book: Henneman III H., Judge T. and Kammeyer – Muller J.
(2019), Staffing Organizations, McGraw-Hill, 9th edition, ISBN 978-
1-259-75655-9
 Reference books:
 Philips J. & Gully S. (2015), Strategic Staffing, 3rd Edition, ISBN 978-0-13-
357176-9

Dr. NGUYỄN VÂN THÙY ANH, NEU

 Pilbeam S. & Corbridge M. (2010), People Resourcing and Talent
Planning HRM in practice, 4th edition Pearson Education Limited,
ISBN 978-0-273-71954-0
 Dessler G. (2013), Human Resource Management, 13th edition,
Prentice Hall, ISBN: 978-0-13-266821-7
 Amstrong M. (2009), Amstrong’s Handbook of Human Resource
Management Practice, 11th edition, Kogan Page Limited, ISBN 978
0 7494 5242 1
 Other required materials and information:
 Nguyen Ngoc Quan, Nguyen Van Diem, (2013), Quản trị nhân lực, Publishing
House of National Economics University, Hanoi.
 NEU’s eBooks and documents at http://lic.neu.edu.vn:2048/menu: Emerald
Insight, IG Publishing eBook and ProQuest Central
 NEU’s eBooks and documents at http://aep.neu.edu.vn:2048/menu
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COURSE GOALS

 This course is designed to provide students with understanding of the

concepts, the process, and the methods of recruitment, selection, and of
orientation and socialization of new employees, internal staffing
functions of human resource management practice, as well as the roles,

Dr. NGUYỄN VÂN THÙY ANH, NEU

responsibilities and authorities of the human resource department in
recruitment, selection and staffing within the organization. Specifically,
students will sharpen and improve their ability to engage in attracting,
recruiting and selecting the most suitable candidates to vacancies
through the use of interactive lectures and activities.

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COURSE GOALS (PLO)

Program Learning
Course
Goal Description Outcomes Bloom level
Goals
(PLO)
[1] [2] [3] [4]
G1 Demonstrate understanding of 1.1 II, III
staffing models, recruitment,

Dr. NGUYỄN VÂN THÙY ANH, NEU

selection, and employment,
onboading and placement practices;
identify and analyze factors that
influence on effectiveness of
recruitment and selection

G2 Develop a recruitment and selection 1.2, 1.4 IV

process; evaluate effectiveness of
recruitment and selection; propose
solutions to improve practice of
recruitment, selection and
employment of organizations

G3 Demonstrate effective written and 2.4, 3.1, 3.2, 4.1, 4.2, 4.3 IV
oral communication skills, report
writing and presentation;
teamworking, self-direction, self- 7
studying.
Course goals RC Descript Bloom
ions level

COURSE LEARNING OUTCOMES (CLO)

[1] [2] [3] [4]

Demonstrate understanding of the concepts, III

the significance and staffing model,
RC2.1.1 components of staffing model; role, bases,
the process, the sources and the methods of
G1
recruitment and selection
RC2.2.1 RC2.2.2 RC2.2.3 III
RC2.2.4 Identify and analyze external and
organizational factors that influence
on effectiveness of HR recruitment and

Dr. NGUYỄN VÂN THÙY ANH, NEU

selection
Course RC Identify and Descr analyze HR staffing Bloom III, IV
goals
G2 RC2.1.2 problems; iptio
and evaluate HRlevel
ns
[1] [2] recruitment and [3] selection practices in [4]
organizations
RC2.1.3 Demonstrate
Analyse rootunderstanding
causes of staffingofproblems
the III IV
concepts, the significance and staffing
RC2.1.3 RC2.1.1 model, components
Evaluate of staffing
effectiveness model;
of recruitment V
role, bases, theand
process, thepractices
selection sources and
the methods of recruitment and selection
G1 RC2.1.4 RC2.4.1 Propose solutions to improve practice of V
RC2.2.1 RC2.2.2 RC2.2.3 recruitment, selection and employment of III
RC2.4.2 RC2.4.3
RC2.2.4 Identify and analyze external and
G3 organizations
organizational factors that influence
on effectiveness of HR recruitment
RC2.7.1 andPropose solutions to improve practice of
selection VI
RC 2.7.2 RC2.7.3 recruitment, selection and employment of
organizations
RC2.5.1 RC2.5.2 Effective written and oral VI
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communication skills, report
writing and presentation.
G4
Build up workgroups and VI
RC2.6.1 RC2.6.2
RC2.6.3
effective teamworking skills.
 COURSE ASSESSMENT

Assessment Assessment Percentage

methods Description Time RC indicators (%)

[1] [2] [3] [4] [5] [6]

Class participation points

will be based on general class
Attendance
attendance, contribution in
points
class and compliance with the
RC2.1.1

Dr. NGUYỄN VÂN THÙY ANH, NEU

class rules delineated below. Week 1- & Times
Class RC2.1.2 10%
Participation Poor class attendance, little 15 of
answers and
contribution in class or non-
compliance with class rules questions in
will result in a poor class class.
participation grade.

Midterm exam will be of 45 RC2.1.1

minutes. Make-up exams will RC2.1.2
Midterm not be offered. RC2.2.1
exam Hand in
The topics will consist of Week 8 RC2.2.2 20%
(Individual reading materials and reports
RC2.2.3
work) material will be covered in RC2.2.4
class.

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 COURSE ASSESSMENT
Assessment Assessment Percentage
methods Description Time RC indicators (%)

[1] [2] [3] [4] [5] [6]

The Group project is an analysis

of a topic assigned by teacher.
Class is divided into groups. RC2.1.2
Each group has from 3 to 5 RC2.1.3
members. Groups will be decided by RC2.1.4

Dr. NGUYỄN VÂN THÙY ANH, NEU

the 1st class. RC2.2.1

Groups are expected to do a report and RC2.2.2

a presentation. RC2.2.3
The softcopy and hard copy RC2.2.4
of reports handed 3 days before the RC2.5.1
Group presentation. The softcopy will be Group
Week RC2.5.2
submitted through Turnitin at same presentation and 20%
Project 12,13,14 RC2.6.1
time with deadline of report
hardcopy. RC2.6.2
The paper will be 15-20 pages in RC2.6.3
length of text (excluding
RC2.7.1 RC
appendices, cover page,
references, table of contents etc.) 2.7.2
in proper format. The RC2.7.3
presentation will be a 15 minute
presentation based on your
paper with a 10 minutes of Q&A.
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 COURSE ASSESSMENT
Assessment Assessment Percentage
methods Description Time RC indicators (%)

[1] [2] [3] [4] [5] [6]

Final exam of 90 minutes.

Students have permission to
take the final exam when they
RC2.1.1
attend more than 80% of the Questions on
University RC2.1.2
total classes and hand in both

Dr. NGUYỄN VÂN THÙY ANH, NEU

Final Exam theories, case 50%
schedule RC2.1.3
mid-term exam and group studies.
assignment on time. Make-up RC2.1.4
exams will not be offered. RC 2.2

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CASE STUDY:
HIRING THE RIGHT PERSON FOR THE RIGHT JOB –
HEINEKEN – THE CANDIDATE
 Candidate
https://www.youtube.com/watch?v=a9JLJ4cm3W8&amp

TS. NGUYỄN VÂN THÙY ANH, NEU

=&t=4s

 Campaign:
https://www.youtube.com/watch?v=fs4SE5dILFw

What to do:
- Presentation in 3-5 min
- Group discussion:
- HR acquiring: What?
- Recruitment? Selection? Staffing? Employer Branding?
- What are roles of HR department in Staffing? 12
CASE STUDY:
HIRING THE RIGHT PERSON FOR THE RIGHT JOB –
HEINEKEN – THE CANDIDATE
 Candidate
https://www.youtube.com/watch?v=a9JLJ4cm3W8&amp

TS. NGUYỄN VÂN THÙY ANH, NEU

=&t=4s

 Campaign:
https://www.youtube.com/watch?v=fs4SE5dILFw

What to do:
- Presentation in 2 min
- Group discussion:
- HR acquiring: What?
- Recruitment? Selection? Staffing? Employer Branding?
- What are roles of HR department in Staffing? 13
CHAPTER 1: NATURE OF STAFFING

NGUYỄN VÂN THÙY ANH, PHD

CONTENTS
1.1. Nature of staffing
1.1.1. Concept
1.1.2. The implications of Human Resource Acquiring

Dr. NGUYỄN VÂN THÙY ANH, NEU

1.2. Staffing Models
1.2.1. Models
1.2.2. Components of Human Resource Acquiring system
1.3. Bases of Human Resource Staffing
1.3.1. Job analysis
1.3.2. Human resource planning
1.3.3. Business and Human resource strategy
1.4. Staffing ethics

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EXERCISES
 Topics:
 Profile a job by defining accountabilities, standards and
competencies
 Prepare documents for recruitment

Dr. NGUYỄN VÂN THÙY ANH, NEU

 Assessment methods:
 Reading and group discussion
 Questions on groups

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1.1. NATURE OF STAFFING
1.1.1. Concept
1.1.2. The implications of definition

Dr. NGUYỄN VÂN THÙY ANH, NEU

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1.1.1. CONCEPT
 Staffing is the process of acquiring, deploying, and retaining a
workforce of sufficient quantity and quality to create positive
impacts on the organization’s effectiveness.

Dr. NGUYỄN VÂN THÙY ANH, NEU

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 1.1.2. IMPLICATIONS OF DEFINITION
 Acquire, Deploy, Retain. An organization’s staffing system must guide the
acquisition, deployment, and retention of its workforce.
 Staffing as a Process or System: staffing is a process that establishes and
governs the flow of people into the organization, within the organization, and out
of the organization. Organizations use multiple interconnected systems to
manage the people flows. These include planning, recruitment, selection,

Dr. NGUYỄN VÂN THÙY ANH, NEU

decision making, job offer, and retention systems
 Quantity and Quality. Staffing the organization requires attention to both the
numbers (quantity) and the types (quality) of people brought into, moved within,
and retained by the organization. The quantity element refers to having enough
people to conduct business, and the quality element refers to having people with
the requisite KSAOs so that jobs are performed effectively. It is important to
recognize that it is the combination of sufficient quantity and quality of labor that
creates a maximally effective staffing system.
 Organizational Effectiveness. Staffing systems exist and should be used to
contribute to the attainment of organizational goals such as survival, profitability,
and growth.
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1.2. STAFFING MODELS
 Components of Staffing Organizations Model
 Components of STAFFING system

Dr. NGUYỄN VÂN THÙY ANH, NEU

 Staffing Quantity:
 Levels
 Staffing Quality:
 Person/Job Match
 Person/Organization Match

 Staffing System Components

 Staffing Organizations

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 STAFFING ORGANIZATIONS MODEL
Organization
Mission
Goals and Objectives

Organization Strategy HR and Staffing Strategy

Staffing Policies and Programs

Support Activities Core Staffing Activities
Legal compliance Recruitment: External, internal
Selection:
Planning External, internal
Employment:
Job analysis Decision making & final match
Staffing System and Retention Management
4-21
COMPONENTS OF STAFFING ORGANIZATIONS
MODEL
 Organizational strategy
 Mission and vision
 Goals and objectives
 HR strategy
 Involves key decisions about size and type of workforce
to be
 Acquired
 Trained
 Managed
 Rewarded
 Retained
 May flow from organizational strategy
 May directly influence formulation of organization strategy

1-22
COMPONENTS OF STAFFING ORGANIZATIONS
MODEL (CONT.)
 Staffing strategy
 An outgrowth of the interplay between organization and HR
strategy
 Involves key decisions regarding acquisition, deployment,
and retention of organization’s workforce
 Guide development of recruitment, selection, and employment
programs
 Support activities
 Serve as foundation for conduct of core staffing activities
 Core staffing activities
 Focus on recruitment, selection, and employment of
workforce
 Staffing and retention system management

1-23
COMPONENTS OF STAFFING SYSTEM

1-24
1.3. BASES OF HUMAN RESOURCE
ACQUIRING
1.3.1. Job analysis
1.3.2. Human resource planning

Dr. NGUYỄN VÂN THÙY ANH, NEU

1.3.3. Business and Staffing strategy

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Job analysis is the
systematic process
of collecting
information about
the nature of specific
jobs.
TERMINOLOGY USED IN DESCRIBING
JOBS
 Job family
 A grouping of jobs, usually according to function
 Job category
 A grouping of jobs according to generic job title or occupation
 Job
 A grouping of positions that are similar in their tasks and task dimensions
 Position
 A grouping of tasks/dimensions that constitute the total work assignment
of a single employee
 Task dimension
 A grouping of similar types of tasks
 Task
 A grouping of elements to form an identifiable work activity
 Element
 The smallest unit into which work can be divided

4-27
JOB REQUIREMENTS JOB ANALYSIS:
OVERVIEW
 Definition
 Process of studying jobs to gather, analyze,
synthesize/blend, and report information about job
requirements
 Two major forms
 Job requirements
 Specific KSAOs for the job
 Competency based
 General KSAOs for all applicants
 Has different degrees of relevance to staffing
activities
 Support activity for staffing activities
 Provides foundation for successful staffing systems

4-28
1.3.2. HUMAN RESOURCE PLANNING
 External Influences on Staffing
 HR planning

Dr. NGUYỄN VÂN THÙY ANH, NEU

 Process and Example
 Initial Decisions

 Forecasting HR

Requirements
 Forecasting HR Availabilities
 Reconciliation and Gaps

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1.3.3. BUSINESS AND STAFFING STRATEGY
Business strategy
Staffing Strategy

TS. NGUYỄN VÂN THÙY ANH, NEU

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 TYPES OF BUSINESS STRATEGIES
 Cost-leadership strategy
 Differentiation strategy
 Specialization strategy

Dr. NGUYỄN VÂN THÙY ANH, NEU

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WHAT IS STAFFING STRATEGY?
 Definition
 Requires making key decisions about acquisition,
deployment, and retention of a company’s workforce
 Involves making 13 key decisions
 Decisions focus on two areas
 Staffing levels
 Staffing quality

1-32
STRATEGIC STAFFING DECISIONS

 Staffing Levels  Staffing Quality

 Acquire or Develop Talent  Person/Job or
 Hire Yourself or Person/Organization
Outsource match
 External or Internal Hiring  Specific or general

 Core or Flexible
KSAOs
Workforce  Exceptional or acceptable

 Hire or Retain
workforce quality
 Active or passive diversity
 National or Global
 Attract or Relocate
 Overstaff or Understaff
 Short- or Long-term
Focus

1-33
1.4. STAFFING ETHICS
 Represent the organization’s interests.
 Beware of conflicts of interest.
 Remember the job applicant.
 Follow staffing policies and procedures.
 Know and follow the law.
 Consult professional codes of conduct.
 Shape effective practice with research results.
 Seek ethics advice.

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CASE STUDY: STAFFING STRATEGY FOR A NEW PLANT
1. What geographic location might be best for the plant in terms of attracting
sufficient quantity and quality of labor, especially for the key jobs?
2. Should the plant manager come from inside the current managerial ranks
or be sought from the outside?

Dr. NGUYỄN VÂN THÙY ANH, NEU

3. Should staffing be based on just the person/job match or also on the
person/organization match?
4. Would it make sense to initially staff the plant with a flexible
workforce by using temporary employees and then shift over to a core
workforce if it looks like the plant will be successful?
5. In the early stages, should the plant be fully staffed, understaffed, or
overstaffed?
6. Will employee retention likely be a problem, and if so, how will this
affect the viability of the new plant?
=> Your task is to write out a tentative response to each question that will be
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the basis for your discussion at the meeting
EXERCISES:

 Profile a job by defining accountabilities,

standards and competencies
Job description

Dr. NGUYỄN VÂN THÙY ANH, NEU



 Job specification
 Prepare documents for recruitment
 Staffing plan:
 Quantity: how many to recruit?

 Quality: level of KSAOs?

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