HO CHI MINH CITY UNIVERSITY OF TECHNOLOGY AND EDUCATION

FACULTY FOR HIGH QUALITY TRAINING

INTERNSHIP REPORT

COMPLETE HUMAN RESOURCES

AT PUNGKOOK SAIGON III COMPANY

NGUYEN HOANG NHAT QUYEN

(line 23) Student ID: 19124063

(line 25) Major: INDUSTRIAL MANAGEMENT

(UPPERCASE, bold, 14pt. Times New Roman)
(line 26) Advisor: Ms. Le Thi Kim Khang

(line 32)

Ho Chi Minh City, July 2022

(

1
 COMMITMENT

I hereby declare that all the data herein are completely authentic and provided by
PUNGKOOK SAIGON III company.

Subject: “COMPLETE HUMAN RESOURCES AT PUNGKOOK SAIGON III

COMPANY”

Ho Chi Minh , date… month… 2022

Student Implementation

Nguyễn Hoàng Nhật Quyên

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 ACKNOWLEDGEMENT

First of all, I would like to thank all the teachers at Ho Chi Minh City University of
Technology and Education for giving me the opportunity to practice and apply the
knowledge I have learned to complete the report practice.
I would like to thank Ms. Le Thi Kim Khang for her guidance and support during the
research and completion of this Internship Report.
I would like to thank the staff at the Administration - Human Resources Department of
Pungkook SaiGon III Co., Ltd. for not only helping me to complete, but also helping me
to improve my knowledge about Human Resources by assigned tasks.
In the process of researching and implementing the topic, with limited knowledge, it is
inevitable that shortcomings need to be supplemented and improved. I look forward to
the contribution of Mr/Ms and the Board of Directors of the company.

Best regards!

3
 CỘNG HÒA XÃ HỘI CHỦ NGHĨA VIỆT NAM
Độc lập – Tự do – Hạnh phúc
----------

TEACHER'S COMMENTS

Student’s name : NGUYỄN HOÀNG NHẬT QUYÊN

ID : 19124063

Teacher's confirmation

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 CỘNG HÒA XÃ HỘI CHỦ NGHĨA VIỆT NAM
Độc lập – Tự do – Hạnh phúc
----------

COMMENTS OF THE COMPANY

PUNGKOOK SAIGON III CO., LTD

Student’s name : NGUYỄN HOÀNG NHẬT QUYÊN

ID : 19124063

Company's confirmation

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 TABLE OF CONTENTS
List of table 7
List of figure 8
Introduction 9
1. Reason for choosing the topic 9
2. Research objective 9
3. Subject and scope of research 10
4. Research Methodology 10
5. Research significance 10
6. Structure of the report 10
CHAPTER 1: INTRODUCTION OF PUNGKOOK SAIGON III CO., LTD12
1.1. About Pungkook Corporation. 12
1.2. Overview of PUNGKOOK SAIGON III CO., LTD. 12
1.2.1. Introduction. 12
1.2.2. Functions and duties of the company 14
1.2.3. Roles, responsibilities and authorities in the company 14
1.2.4. Organizational structure and management apparatus of the company 14
1.3. Understand the company and its context 17
1.4. Company quality policy 17
1.5. Labor characteristics of the company 17
1.6. Characteristics of the company’s production and business 18
1.7. Working environment. 19
1.8. The situation of human resources at the company 19
1.9. Characteristics affecting the recruitment of human resources at the company 20
1.9.1. External factors 20
1.9.2. Internal factors 21
CHAPTER 2: RECRUITMENT STATUS AT PUNGKOOK SAIGON III CO., LTD
23
2.1. Operational status of Pungkook SaiGon III Co., Ltd. 23
2.1.1. Selection work 23
2.1.2. Occupational safety and health 23
2.1.3. Labor discipline 23

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 2.1.4. Human resource training 23
2.2. The current situation of personnel recruitment at PUNGKOOK SAIGON III CO.,
LTD 23
2.2.1. Identify recruitment needs 23
2.2.2. Define recruitment goals 24
2.2.3. Build a recruitment plan 24
2.3. The current situation of personnel recruitment process at PUNGKOOK SAIGON
III CO., LTD 25
2.3.1. Employment regulations: 25
2.3.2. Describe the apparatus specialized in the recruitment of human resources. 26
2.3.3. Recruitment process 27
2.3.4 Make a recruitment plan 27
2.3.5. Recruitment source 28
2.3.6. Evaluate the company's recruitment sources and methods 29
2.3.7. Recruitment steps 30
2.3.8. Employee must apply all these following documents: 32
2.3.9. Employment Contract: 32
2.3.10. Types of labor contract 33
2.4. Recruitment results 33
2.5. Meaning of recruitment. 34
2.6. Evaluation of recruitment work 34
2.6.1. Advantages 34
2.6.2. Disadvantages 35
2.6.3. Reason 36
CHAPTER 3: SOLUTIONS TO IMPROVE THE EFFICIENCY OF HUMAN
RECRUITMENT IN THE COMPANY 37
3.1. Future development direction of the company 37
3.1.1. General development direction of the company 37
3.1.2. Company recruitment plan 37
3.2. Solutions to improve the company's human resource recruitment program 37
3.2.1. Diversify the recruitment process 38
3.2.2. Build more attractive and detailed recruitment announcement content 38

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 3.2.3. Implement better training and development policies for employees 38
3.3. Some other solutions 39
3.3.1. Improve the capacity of the staff in charge of recruitment 39
3.3.2. Build recruitment software 39
3.3.3. Developing effective scientific human resource policies 39
3.3.4. Expected results 40
3.4. Request 40
CONCLUSION 42
REFERENCES 43

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 LIST OF TABLES

Table 1.1: Departments of company 17

Table 1.2: Labor structure by gender 20
Table 1.3: Recruitment process of the company 29
Table 1.4: Number of new workers from 2019 to 2020 36

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 LIST OF FIGURES
Figure 2.1: Logo of Pungkook Company 15
Figure 2.2: Organizational structure of company 18
Figure 2.3: Labor structure by gender 20
Figure 2.4: Recruitment flyer of company 30

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 INTRODUCTION
1. Reason for choosing the topic
In the current globalization context, businesses that want to survive and develop must
know how to seize the opportunity to get the necessary human resources for their
organization. Recruiting good human resources is one of the important factors to ensure
the quality of human resources of an organization. Because good recruitment will help
really capable people to work, do jobs that are suitable for their abilities, qualifications,
forte and personality, contributing to job satisfaction from that. motivate employees to
work. Good recruitment creates satisfaction and trust of employees with the organization,
enhances their loyalty to the organization, increases labor productivity and efficiency in
the organization. When recruiting people with the ability and ability to meet the job
requirements that the organization requires, the organization will not waste time and
money to retrain employees or recruit other employees. In particular, good recruitment
will help businesses in the future have a high-quality workforce and will create
opportunities for employees to develop their own capabilities. Attracting the right human
resources to work at the Enterprise is a very important issue. So how can we attract
enough human resources in terms of quantity and quality? One of the effective solutions
is that the company must improve the recruitment of human resources to find candidates
who meet the job requirements, to match the fluctuations of the environment.
Recognizing the strong impact of globalization along with the development of science
and technology, Pungkook SaiGon III Co., Ltd. always has to innovate its management to
improve the quality of production and business. Along with that, the company is
constantly expanding its scale to meet the growing labor demand, so recruiting suitable
human resources for the job is extremely important. The company has paid attention to
the recruitment of human resources but still reveals some inadequacies.
During the actual research at Pungkook SaiGon III Co., Ltd., aware of the importance
of human resource recruitment at the company, the topic: “COMPLETE HUMAN
RESOURCES AT PUNGKOOK SAIGON III COMPANY” was chosen as this
internship report.
2. Research objective
Research on the current situation of human resource recruitment at the company and
basic issues related to recruitment.

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 From the above research situations, propose solutions to improve the recruitment of
human resources at the company.
3. Subject and scope of research
Subject:
Human resource recruitment at Pungkook SaiGon III Co., Ltd from 2019 to 2021.
Research scope:
- About the location: Pungkook SaiGon III Co., Ltd (Quarter 1A, An Phu Ward, Thuan
An City, Binh Duong).
- About the content: Human resource recruitment at Pungkook SaiGon III Co., Ltd.,
achievements, limitations and solutions to improve the recruitment of human resources at
the company.
- About time: Focus on researching human resource recruitment from 2019 to 2021.
4. Research Methodology
- Statistical method: Synthesize data and actual information provided by the company.
- Analytical methods: Analyze and report recruitment problems of the company and
propose solutions to improve recruitment quality, synthesize information and data from
the human resources department, mainly using comparative methods.
- Observational method: During the internship at the company, I regularly observed how
the human resource department performed the work during the recruitment process, from
which I could better understand the recruitment process, create a company.
- Besides, the study also uses other methods such as table method, graph method, chart
method.
5. Research significance
- For PungKook SaiGon III Co., Ltd: Find out, provide solutions for the company's
recruitment policy and process.
- For human resources: Provide a standard, professional, general and complete
recruitment process.
- For employees: Know detailed and accurate information about the recruitment process
of PungKook Sai Gon III Co., Ltd. in particular and other companies in general. Create
many conditions, diversify the recruitment process. Increase job opportunities and create
working conditions, apply for companies.

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6. Structure of the report
The report consists of 3 main parts:
Chapter 1: Overview of Pungkook SaiGon III Co., Ltd.
Chapter 2: The reality of human resource recruitment at Pungkook SaiGon III Co., Ltd.
Chapter 3: Some solutions to improve the efficiency of human resource recruitment at the
company.

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 CHAPTER 1: INTRODUCTION OF PUNGKOOK SAIGON III CO., LTD
1.1. About Pungkook Corporation.
Corporation name: PUNGKOOK CORPORATION
Business fields: Manufacturing, processing backpacks, bags, luggage bags, leather
products of all kinds.
History begin
• 1966: Established Pungkook Corporation in Korea
• 1992: Built the first factory in Ho Chi Minh City, Vietnam.
• 1997: Build factory in Colombo, Srilanka
• 2001: Obtained ISO 9001 certificate in Korea.
• 2001: Built the second factory in Vietnam, Pungkook SaiGon II company.
• 2004: Built the third factory in Vietnam, Joon SaiGon Co., Ltd.
• 2005: Joon SaiGon Co., Ltd. obtained ISO 14001 certificate.
• December 2006: built the 4th factory in Vietnam, Pungkook SaiGon III company.
• In 2010 established one member Pungkook Ben Tre factory (including My Tho branch).
• In 2014, Pungkook Ben Tre branch was established with one member, Pungkook Long
An.
1.2. Overview of PUNGKOOK SAIGON III CO., LTD.
1.2.1. Introduction.
Pungkook SaiGon III is one of 6 companies under PUNGKOOK Group with 100%
foreign capital - with over 50 years of experience in the field of manufacturing:
backpacks, bags, suitcases for export. Currently, Pungkook Group has opened many
companies in many countries such as: Vietnam, Indonesia, Myanmar, Ethiopia with a
total workforce of more than 28,000 employees.
In Vietnam, Pungkook Group has opened 7 companies in many different provinces
such as: Pungkook SaiGon I, Pungkook SaiGon II, Pungkook SaiGon III, Joon SaiGon,
Pungkook Ben Tre, My Tho, Long An, with the number of employees up to nearly
10,000 employees.
Pungkook SaiGon III Company is a member unit of Pungkook Group, has legal status,
accounts for revenue and expenditure, and is solely responsible for financial results. All
products manufactured by the company are exported to foreign markets under processing
contracts signed with famous big companies and brands in the world such as Adidas,

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Nike, Reebok, Y-3... Most of the products are designed in a sporty style such as: each
product is designed with many small compartments to store different luggage, utensils,
items, durable fabric with multi-colors. Raw materials for production are leather and
fabric, both imported from abroad. As a contract manufacturing company, the design,
quantity, and raw materials used must all comply with the requirements of the customer,
report to the customer and be monitored by the customer during the production process.
The total number of employees of Pungkook SaiGon III is now more than 1,600
employees. The company always cares about the welfare of employees, so always create
a friendly working environment and have many promotion opportunities for employees to
work at the Company and stick with it for a long time.
- Company name: Pungkook SaiGon III - Pungkook SaiGon III Co., Ltd
- Other name/English: PUNGKOOK SAIGON III CO.,LTD
- Tax code: 3700749015
- Economic field: Foreign-invested economy
- Type of business: limited liability company
- Type of organization: Economic organization producing and trading services and goods
- Main line of business: Producing suitcases, bags and the like, manufacturing saddle
cushions
- Head office: Quarter 1A, An Phu Ward, Thuan An City, Binh Duong
- License date: October 6, 2006
- Date of operation: October 1, 2007
- Legal representative: Bae Hio Man
- Phone number: 02743732999
- Logo:

Figure 2.1: Logo of Pungkook Company

(Source: Pungkook SaiGon III Company)

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Vision:
The world's leading handbag factory.
Mission:
Improve productivity in parallel with improving the working environment and benefits
for employees.
1.2.2. Functions and duties of the company
Company function.
The main function of the company Pungkook SaiGon III is to specialize in sewing and
processing suitcases and bags for export, producing suitcases, bags and the like,
producing padded seats.
Company mission and goals.
• The company was established and operated to meet the needs of the market.
• Bringing high economic efficiency to society.
• Preserving and developing capital to generate profits for the unit. Contribution to the
State budget.
• Improve workers' lives.
• The company's activities are manufacturing, sewing, processing and exporting
backpacks and bags.
• Complying with guidelines, policies, legal regimes, paying taxes to the state budget,
fully implementing contracts signed with partners, customers and suppliers.
1.2.3. Roles, responsibilities and authorities in the company
Top management ensures clear assignment of responsibilities and authorities to
individuals and departments in the company to ensure the consistency of the quality
management system, promote the operation process, and ensure results. output as
expected. This assignment is communicated and understood within the company.
Top management is reported on the implementation of the quality management system
and opportunities for improvement, ensuring customer satisfaction with the product.
1.2.4. Organizational structure and management apparatus of the company
Pungkook SaiGon III Company consists of 2 production workshops (Factory 3A and
3B), each workshop 3A and 3B has about 700 employees. Sample room is separate from
other departments. Each workshop has 1-2 Vietnamese managers called Workshop
Managers. Each department is headed by a manager, called a director. Under the director,

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each department is divided into small parts according to the nature of work. The
executive manager is the executive director of the workshop.
Each of those small divisions has a Vietnamese manager or a foreigner. Directors are
under the direct management of the General Director.

Number Departments Amount

1 General manager 1
2 Human resources department (HR/SEA/GA) 1
3 3A Factory 1
4 3B Factory 1
5 3C Factory 1
6 Import-export department 1
7 Quality inspection department 1
8 IQC department 1
9 Accounting department 1
10 Business department 1
11 Herbarium 1
12 Test department 1
13 Supplies warehouse 1
14 Canteen 1
15 Guard 1

Table 1.1: Departments of company

(Source: Human Resources Department- Pungkook SaiGon III Company)

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 F
i
g
u
r
e

2.2: Organizational structure of company

(Source: Human Resources Department- Pungkook SaiGon III Company)

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1.3. Understand the company and its context
The company identifies internal and external issues that are relevant to its purpose,
strategic direction, and those that affect the company's ability to achieve the desired
results.
The internal problems of the company are the basis for the company to achieve the
quality goals, which can include resources, knowledge, operating methods, etc. These
issues are related to the organizational structure. company position.
External issues include government regulations and law changes, technological
changes, corporate competition in the international arena, etc.
The company always monitors and reviews information on external and internal
issues, systematizes information to help the company assess its position in the market.
1.4. Company quality policy
The quality policy is an expression of management's commitment to ensuring:
- The suitability with the purpose and context of production activities, strategic
orientation of the company.
- Fulfill the commitment of leadership throughout the company.
- Continuously improve the effectiveness of the quality management system to ensure
conformity with customer requirements, regulatory requirements of the State of Vietnam
and abroad for products.
- As the basis for setting and reviewing quality objectives.
- Be communicated, understood and applied within the organization, available to
stakeholders as appropriate.
- The quality policy is changed only if it is no longer suitable for the Company's
purposes or with the requirements of ISO 9001.
- Annually, the Company's top management reviews and evaluates the implementation
of the quality policy and objectives to decide on a new quality target.
1.5. Labor characteristics of the company
Labor structure by gender

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 2019 2020 2021
Year
Amount Amount Amount
Male 349 254 244
Female 2274 1604 1429
Total 2623 1858 1673

Table 1.2: Labor structure by gender

(Source: Human Resources Department- Pungkook SaiGon III Company)
According to the table, we can see that the number of employees of the Company over
the past 3 years has decreased due to objective factors. The change in labor structure by
gender is shown more clearly in the chart below:

3000

2500

2000

Figure 1500 2.3:

1000
Labor
500

0
2019 2020 2021
Male Female Total

structure by gender
(Source: Human Resources Department- Pungkook SaiGon III Company)
In which, the number of female employees accounts for the majority, in 2019 the rate
of female employees is 2274; 2020 is 1604; The year 2021 is 1429. This is a special
feature that is a specific manufacturing company, mainly asking female employees, this
creates benefits for labor management companies in general. But this labor structure also
has a great influence on the production process of the company in the event that female
employees simultaneously take leave such as maternity leave, childbirth... Requires the
Company to have a main policy to overcome labor. special moves on his own.

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1.6. Characteristics of the company’s production and business
Pungkook SaiGon III’s main products are the production of suitcases, bags and the
like, the production of seat cushions, the production process being continuous and always
concurrent with the consumption of the product. The equipment in the company's
production line is maintained and operated for an average of 10-12 hours/day and
according to a very strict technological process. The company's workforce is mainly
technical workers with quality suitable for technology level, arranged to work on a
continuous shift schedule.
Raw materials for production are leather and fabric, both imported from abroad. As a
contract manufacturing company, the design, quantity, and raw materials used must all
comply with the requirements of the customer, report to the customer and be monitored
by the customer during the production process.
By the efforts and high sense of responsibility of the Executive Board and the
collective of employees in the company, the company has met the output of goods
according to the requirements of the system. The company has based on market
information and operating situation to come up with the most optimal bidding strategy,
with the goal of ensuring maximum revenue and profit from the market. Internal
management has always been comprehensively concerned, so the economic and technical
indicators achieved good results, greatly contributing to increasing the company's profits.
1.7. Working environment.
The company provides the working environment necessary to achieve conformity to
defined product requirements.
The company cares about aspects affecting the working conditions and morale of all
employees. The Board of Directors and mass organizations of the company always work
closely to create a scientific working environment with a comfortable atmosphere.
In order to always improve the infrastructure and working environment depending on
the development situation of the Company through the Leadership review period, the
Board of Management will propose specific activities for each period.
1.8. The situation of human resources at the company
The company has been aware that the human factor plays a very important role in the
success or failure of the business, the assignment and arrangement of labor in the right
industry and with the right expertise will promote efficiency in the business.

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manufacturing business. Every year, the company always has a labor monitoring sheet,
which clearly indicates the total number of employees, labor qualifications, and labor
structure.
Human resources are formed on the basis of individuals with different roles and
positions but are linked together to be able to best accomplish the plans and tasks set out
by the organization. Human resources play a very important role for businesses.
Pungkook SaiGon III with a key leadership team is Korean employees, trained in a
developed economic environment. At PungKook SaiGon III, a 100% foreign owned
company as mentioned above, The company has 2 major bone segments, 3A and 3B.
With a total of more than 1600 employees, each workshop has 1-2 Vietnamese managers
called factory managers. With the organizational structure of human resources in the
workshop like this, it is possible to help the management board of the company. The
company can promote the capacity of each member of the enterprise, the team of workers
to the leadership. With the right structure, the company has created a smooth
coordination between departments. Thereby encouraging the roles and responsibilities of
each individual and each department to promote production, which has a good influence
on the export activities of the company.
1.9. Characteristics affecting the recruitment of human resources at the company
Pungkook SaiGon III Co., Ltd always focuses on human resource management:
optimizing the division of labor in the production line, ensuring human resources are
always ready to work with many fluctuations in the company. The company is also
interested in remuneration policies to encourage timely encouragement of workshops and
individual employees with good achievements in production, encouraging creative
activities to contribute to technical improvement. , improve labor productivity. Therefore,
employees always work with enthusiasm and dedication. In recent years, the total number
of employees in the company has decreased markedly due to objective factors, but the
number of products and manufactured goods has not stopped increasing.
Pungkook SaiGon III Co., Ltd. can be considered as a company with young staffs
considering the age structure of employees. The staff is relatively young, so the ability to
dedicate to the job is at the highest level, the employees are at the peak of their capacity
and intelligence, so the labor productivity will be the highest. Due to the specificity of the
job, which is the manufacturing industry of sewing products, working directly with

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machines and sewing techniques, the gender structure of the company is more female
than male. That is completely reasonable in order to improve labor productivity and work
efficiency for the company.
1.9.1. External factors
The external environment has a great impact, affecting the recruitment process, factors
of the external environment such as:
- Competition: Companies always find ways to compete with competitors in the
market. There are many forms of recruitment that bring disadvantages to other
companies. Therefore, competition forces Pungkook in particular and organizations in
general to diversify forms and methods of recruitment.
- Trends in the economy of the times: The economic cycle and the business cycle
greatly affect recruitment at the company. During the complicated development of the
Covid epidemic, a workshop at the company, factory 3C, was temporarily suspended, all
workers at that factory moved back to their hometown to ensure safety during the
epidemic season. Currently, the company's market economy is quite stable, so the
recruitment demand is very necessary, but this process is quite slow, leading to slow
recruitment.
- Labor market: In the current market, new companies appear one after another with
good remuneration policies, especially in more remote provinces such as Can Tho, Soc
Trang, ... so most as workers choose to work and live where they live for more
convenience. However, there are still many people who choose to work at large
companies with the desire to develop themselves and have a stable income. Therefore,
creating working conditions for the company is extremely necessary.
1.9.2. Internal factors
The internal environment has a fundamental influence on recruitment such as:
- Company's brand: Pungkook SaiGon III Co., Ltd. is a leading 100% foreign-invested
company in the field of manufacturing: backpacks, bags, suitcases for export. The
company has always been at the forefront of entering high-margin apparel markets.
Established with more than 50 years of experience, up to now, Pungkook has made great
strides in terms of business, personnel and organizational structure.
The added values of Pungkook always meet the needs of customers and partners. The
path Pungkook chooses is import and export, reaching the heights of labor productivity

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with the skills acquired through the experience of each individual in the company.
Consumers will see more clearly the image of Pungkook through the quality of the
products sold, wishing to bring the values closer, clear, reliable and more attached to the
public, thereby suitable for the public. new business orientation towards the mass
consumer market.
- Company's organizational culture: Pungkook is proud to be one of the companies
with its own, unique and unmistakable culture. Pungkook culture was formed with the
birth of the company. Through more than 50 years of development, many good traditions
and values have been formed, making Pungkook a company with many unique cultural
features, becoming the pride of each person.
- Working environment: Modern architectural style, airy space, clearly divided
departments, smart elevators and air-conditioning, workshops always ensure safety,
hygiene and labor. motion. Support vehicles are always preserved, maintained,
maintained and upgraded according to the development needs of the company.

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 CHAPTER 2: RECRUITMENT STATUS AT PUNGKOOK SAIGON III CO.,
LTD
2.1. Operational status of Pungkook SaiGon III Co., Ltd.
2.1.1. Selection work
The company's recruitment, including internal recruitment and external recruitment, is
conducted relatively according to work standards that are not too demanding.
Recruitment is handled by the company's human resources department.
2.1.2. Occupational safety and health
Due to the specific work of the garment industry, which uses a lot of machines, noise
and is toxic, labor protection is the company's top focus in occupational safety and health
activities. Because the working environment is concentrated in the house, lighting is also
paid attention to ensure light for workers, protect health and is also a factor that creates
occupational safety when workers participate in production. export. Workshops are built
on high to reduce the impact from traffic noise. The dining room is reasonably arranged,
located on the terrace of the whole house, the space is clean and airy.
2.1.3. Labor discipline
The field of operation of the company requires more female workers than men,
promoting labor discipline is a focus of the company.
2.1.4. Human resource training
For newly recruited employees, if they do not know and are proficient in the
profession, the company organizes short-term classes at the company. For current
employees, the company continuously organizes promotion contests, and creates
conditions for good staff and excellent workers to improve their professional
qualifications and skills at external establishments. outside. Especially, the company
always creates favorable conditions and favors highly skilled workers who have a long
working time with the company for promotion to more important positions.
2.2. The current situation of personnel recruitment at PUNGKOOK SAIGON III
CO., LTD
2.2.1. Identify recruitment needs
Based on the company's production and business plans and goals, the company
annually implements human resource planning within the operating departments and
workshops to meet the set requirements.

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 Recruitment needs are determined through the recruitment needs of departments and
workshops at the time of human resource planning for the company.
At Pungkook SaiGon III Co., Ltd., the determination of human resource needs is when
the departments have human resource requirements and lack of labor resources at the
workshops. To effectively identify recruitment needs, it is necessary to perform a job
analysis. It is also the basic basis for conducting recruitment work, making requirements
for the person to perform the job which is convenient for both the candidate and the
evaluator.
For recruitment, job analysis, specifically the job description, is the basic basis for
recruitment: used in job postings, making requirements for employees. favorable work
for both the candidate and the evaluator.
2.2.2. Define recruitment goals
The provision of resources for departments and workshops to ensure commitment to
the implementation and maintenance of the operating system of the workshops,
increasing demand and increasing customer satisfaction.
The company determines and provides the necessary resources expressed through the
provision of human resources working to achieve conformity to product requirements.
The above works are carried out periodically or irregularly on the basis of:
- The situation of production and business activities of the company at the time.
- Requirements from the company's products need to meet the requirements of
satisfying increasing customer needs.
- Requirements from the results of the quality management system planning, product
creation planning, management review to improve the effectiveness and efficiency of the
company's quality management system.
2.2.3. Build a recruitment plan
In order to avoid being passive in the recruitment process as well as difficulties in
personnel arrangement, in order to meet the requirements of the nature and volume of
work, the human resources department will summarize the recruitment needs of the
employees. departments and workshops.
After accurately determining the recruitment needs, the human resources department
will develop a recruitment plan including: recruitment sources, recruitment methods and
recruitment time. Strictly follow the company's recruitment process, that is: recruitment

26
process, recruitment process and integration of new employees. Implement the
recruitment and decisions in the placement and transfer of appropriate personnel. … on
the basis of :
- Determining the necessary capacity of people performing jobs affecting product
quality, and determining human resource needs at each job position (capacity of officers
and employees, number of employees) needed) according to the recruitment needs of
departments and workshops.
- Ensure the meeting of qualified human resources necessary for the operation
requirements of the production - business system, the company's development orientation
is carried out annually or irregularly.
Human resource needs for job positions, the Human Resources Department is
responsible for:
- Review, summarize and submit to the Board of Directors for approval.
- Carry out recruitment, training or make decisions on appointment and arrangement of
suitable personnel for the job positions as decided by the Board of Directors of the
company.
The Company ensures that those performing work affecting product quality are
competent on the basis of appropriate education, training, skills and experience, being
aware of its relevance and importance. their importance to performance requirements in
the company's quality management system.
2.3. The current situation of personnel recruitment process at PUNGKOOK
SAIGON III CO., LTD
2.3.1. Employment regulations:
Employer refuses to recruit a personnel file as following:
- Employee under 18 years of age (according to day, month, year) Prisoner or the
employee is sentenced to imprisonment or is prohibited from resuming the former
employment in accordance with a decision of the Court.
- Employee who uses a false personnel file.
- Employee who has a doctor's certificate of ineligible health or suffering from
infectious diseases.
- Former employees who was illegally terminated the labor contract or dismissed due
to labor disciplinary violation.

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 - Employees pay nothing to brokers or labor agencies concerning labour recruitment.
2.3.2. Describe the apparatus specialized in the recruitment of human resources.
Currently, the recruitment of human resources of the Company is handled by the
human resources department. Recruitment is one of the important tasks to be performed
by the department, the division in charge of recruitment is specifically assigned. When
there are recruitment rounds, the department balances jobs and deploys recruitment in
parallel with other professional jobs.
The Human Resources Department of Pungkook SaiGon III Co., Ltd. consists of 12
people, including 01 Head of Department and 01 Deputy. The head and deputy head of
the human resources department are those who have long-term working experience in the
field of human resources.
The staff in the room are mostly young, dynamic, enthusiastic and passionate about
their work, they are well trained. The department has 12 staff, but mainly female staff,
with 8 people, the remaining 2 are male.
The main tasks of the Human Resources Department:
- Developing policies and quality of human resources.
- Develop internal rules, regulations and labor policies in the Company.
- Planning recruitment and training to supply labor for production activities, export, and
develop and train projects for employees.
- Control activities related to the Company's human resources such as recruitment
- Employing and training, ensuring the stability of the company's human resources.
- Solve problems of Social Insurance, Health Insurance, Accident Insurance of the
company.
- Creating opportunities and recreational conditions for employees, taking care of
workers' health.
- Pay fair wages and handle violations.

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2.3.3. Recruitment process

Set a recruitment
plan

Identify
recruitment
sources

Determine
recruitment time

Perform
recruitment

Table 1.3: Recruitment process of the company

(Source: Human Resources Department- Pungkook SaiGon III Company)
When personnel needs arise, human resources officers conduct recruitment planning.
The next job of the recruitment officer is to determine the source of recruitment, then the
time and place to conduct the recruitment and finally the recruitment of personnel.
2.3.4 Make a recruitment plan
To conduct recruitment effectively, planning is very important and necessary. Good
planning will help the recruitment have orientation, specific implementation steps and
avoid uncontrollable events. Need to make a specific plan: recruitment sources,
recruitment methods and recruitment time.

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 Figure 2.4: Recruitment flyer of company
(Source: Human Resources Department- Pungkook SaiGon III Company)
2.3.5. Recruitment source
Source of recruitment inside
Audience:
Including human resources who are working at different positions in the company,
recruiting this source means the process of promoting them to a higher position or
transferring them to another necessary position. This will motivate all employees in the
company, promoting the working process. They must try and do their best to become
good candidates.
Advantages:
+ Human resources have been professionally trained, trained from the beginning,
understand the principles of working at the company and have good experience and
skills.
+ Create conditions for resources to try out in many positions and high chances of career
advancement, create competitions at work, and stimulate them to work more
productively.
+ Easily adapts to new environments.
Defect:
+ Causes disturbance to the departments, the position that is stable may be vacant
because this employee moves to another department. The situation repeats, once again
recruiting personnel for the vacant position.

30
+ Employees are familiar with the old position and the old job, so when switching to a
new job, it is inevitable that they will not be able to work, low productivity and limited
creativity.
+ Do not attract and add many new talents from outside.
External recruitment source
Audience:
People who come to apply for jobs from outside the company, this source has a wide
range, large quantity, rich and diverse quality. This resource includes newcomers
applying for jobs. These groups of laborers are: students of training institutions who have
graduated from school, people who have had work experience, are unemployed and
actively looking for work, people who are working in other organizations, untrained
unskilled workers, who are in the process of studying at training institutions.
Advantages:
+ Employers have conditions to train from the beginning on working principles and
regulations on the jobs they intend to assign to new employees
+ Diversified, rich in quantity and quality resources
+ Good benefits and a new working environment help resources become more dynamic,
creative, and maximize their abilities.
Defect:
+ The new environment is more or less difficult for beginners, they are not used to and
adapt to the new environment, so the first time productivity will not be high.
+ The cost is quite high and takes time to recruit if the resource is not suitable for the
position after 1 month of probation
+ Recruiting many external resources will cause a lot of troubles in the business process,
losing the promotion opportunities of former employees.
2.3.6. Evaluate the company's recruitment sources and methods
- The company's internal recruitment sources and methods often focus on experienced
employees, which can facilitate the assessment of their capabilities and qualities, and
encourage employees in the company. have the opportunity to advance and help them
easily integrate into the working environment as well as reduce the time and effort for
recruitment of the company. However, due to the small size of the company, if recruiting
insiders. In large numbers, there will be a shortage of labor.

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- External recruitment sources and methods help the company renew its human resources,
with abundant and rich human resources, helping the recruitment to select the best and
most suitable candidates. On the other hand, recruiting from outside sources also creates
employment pressure on human resources in the company, thereby creating motivation to
help them increase labor productivity for the company.
2.3.7. Recruitment steps
Round 1: Receiving and processing dossiers:
The goal of profile research is to capture the candidate's basic information, ask the
candidate to add the necessary information to meet the needs of the resume. After the
recruitment notice is posted, the company will receive the application. Receipt of dossiers
is carried out through the following form: submitting documents directly at the reception
desk in front of the company's front gate. The application process is handled by the
human resources department. Once there are enough necessary documents, the human
resources department conducts research, categorizes and preliminarily selects the records.
The candidate's profile must at least meet the following criteria:
- In terms of form: The dossier must be fully notarized according to the requirements
and regulations of the company.
- In terms of content: The profile must show all the candidate's information such as
resume, job application, medical certificate, ... at the request of the company.
For the position applying for is a worker, the nature of the job is simple and
uncomplicated, so it requires a professional intermediate, vocational intermediate or
college degree. Candidates must be confirmed to be healthy through a medical
examination certificate certified by the competent Health Authority.
In short, the process of receiving and screening the application files of Pungkook
SaiGon III is done relatively methodically and scientifically, so that the company always
selects the best quality dossiers.
Round 2: Preliminary interview:
When there are enough profiles of the candidates, the interviewer who is the
representative of the human resources department in charge of recruitment will conduct a
preliminary interview. For the preliminary interview, the content of questions often asked
during the interview is:
- Have you worked at any company in the same industry?

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 - Do you have sewing skills?
- Are you satisfied with the probationary salary?
- Which factory do you want to work in?
- If you were given a choice, how would you do the job?
The content of the questions revolved around verifying personal information, finding
out about other information about yourself that has not been mentioned in the resume,
information about old jobs and new job expectations.
Round 3: Selection:
Apprenticeship (For inexperienced people):
For candidates with no experience, they will be apprenticed for 1 month and paid an
apprentice salary, after 1 month of apprenticeship, if the candidate meets the
requirements and is suitable for the job, they will be signed. 1 month probation.
Competency assessment test (For experienced people):
Candidates who have passed the preliminary interview round and have experience in
sewing all participate in the entrance exam. For the position applying for is a worker
working directly at the operating workshops, the application form is: practical exam.
Round 4: Probation and hiring decision:
After completing the test, the staff of the human resources department will sign a
probationary contract with the candidate and offer a probationary program that the new
worker must perform, which takes place for 1 month and receives a trial salary. company
work.
After the probationary period is over, the human resources department will conduct a
probationary evaluation. The human resources department sends the form “Employee
evaluation after probationary period” to the relevant department to evaluate and make
suggestions on whether to accept employees to work officially or not. The results of the
assessment will be sent to the human resources department. If the assessment results are
unsatisfactory, the human resources department will notify the termination of the
probationary contract with the employee.
The criteria for evaluating probationary employees are: spirit, attitude, responsibility
towards work, results of completing assigned tasks, sense of discipline, etc. If successful,
the company will sign the contract. employment contract with that candidate.
Round 5: Selection decision and contract signing

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 After the candidate has been tested and is qualified by the head of the department, the
department in charge of the department, the human resources department will make a
decision for the new employee to officially accept the job. New employees will be signed
a labor contract and fully enjoy the policies and welfare regimes in accordance with the
company's regulations. The labor contract will be signed for a period of 1 year.
2.3.8. Employee must apply all these following documents:
- 01 application form with photo
- 02 curriculum vitae confirmed by authorized organization
- 02 notarized copy of identity card
- Notarized copy of family record booklet
- Health testing certificate from authorized doctor and hospital
- Residence registration (for remote provincial employee)
- 04 new photos (not over 06 months)
- Diplomas
- Other professional jobs need a license: Driver, electrician,…
2.3.9. Employment Contract:
Probation Agreement: an employer and an employee shall agree on probation work,
the duration of the probation period as follows: The probation period shall not exceed 60
days in respect of highly specialized skills work and technical qualifications work,
college graduated person or upper.
- The probation period shall not exceed 30 days in respect of vocational, technical
worker, professional worker, and worker in production factory.
- The probation period shall not exceed 06 days in respect of simple jobs which training
is not required.
- During a probation period, each party shall be entitled to terminate the probation work
agreement without giving advance notice and shall not be obliged to pay compensation if
the work performance does not meet the agreed requirements.
- After the probation period, the employer will inform the employee of the probation
result. If the work performance meets the agreed requirements, the employer must agree
to sign the labor contract.

34
- If the work performance doesn't meet the agreed requirements, the employer will do the
termination procedure and pay salary and benefits and subsidizes after seven (07)
working days.
2.3.10. Types of labor contract
- A labor contract shall be entered into in writing and must be made in duplicate with
each party retaining one copy.
- After a probation period, two parties have to sign a definite labor contract in terms of
one year. The start-working day and the expiry of the contract must be clearly written
down in the labor contract.
- In the case that an employee continues to work after the expiry of the labor contract,
within a period of thirty (30) days from the date of expiry of the contract, the two parties
shall enter into a new labor contract; if a new labor contract is not prepared for signing
agreement between two parties, the signed contract shall become an indefinite term labor
contract.
- Where the two parties enter into a renewal labor contract which has a definite term, they
may only do so for one additional term; if the employee continues to work after that, an
indefinite term labor contract must be entered into or two parties come into procedures to
terminate the contract.
2.4. Recruitment results
Each year, Pungkook SaiGon III Company has different recruitment needs depending
on its business strategy and annual fluctuations in the number of employees. Recruitment
needs and recruitment criteria are different each year, so the number of employees
recruited is also different.
The quality of human resources is always highly valued at Pungkook SaiGon III, so
recruitment is concerned, invested, serious and scientific. That result is reflected in the
quality and quantity of the company's labor force, the company's labor force is sufficient
in quantity with professional qualifications and high skills. When there were changes, the
company promptly added and arranged employees quickly, quickly responding to the
needs of the production and business process and market fluctuations. Creating
conditions for employees to fulfill their duties well, policies to encourage employees to
work hard and be creative in production are also paid special attention by the company.
The results of recruitment from outside sources over a number of years are as follows:

35
 Year 2019 2020 2021

Amount 719 155 270

Table 1.4: Number of new workers from 2019 to 2021

(Source: Human Resources Department- Pungkook SaiGon III Company)
Through the recruitment results table of the last 3 years, it is found that the number of
direct production workers has decreased due to the influence of the epidemic situation,
which can be considered as one of the main reasons leading to the change in production.
human resource dynamics. The change in the number of direct productive laborers can be
caused by two reasons: shrinking the scale of production, or because workers move to
their hometown to work, causing a labor shortage, so as to meet the needs of the people.
production forced the company to hire more workers.
From the actual situation, the company comes from both of the above reasons, leading
to a large fluctuation in the number of recruitments. The reason is that workers leave the
company, causing a lot of damage to the company's production and work progress.
2.5. Meaning of recruitment.
Recruitment is an important activity of human resource management, which has great
significance for the quality and quantity of employees of an enterprise or an organization.
In today's fierce competition, recruitment will ensure the competitiveness of enterprises
in the market.
2.6. Evaluation of recruitment work
2.6.1. Advantages
For an enterprise, the most important and difficult resource to manage is human
resources. Therefore, it is required right from the stage of recruiting human resources for
enterprises. To ensure that there are qualified and qualified staff to meet the
requirements, it is necessary to have a thorough and scientific recruitment process.
The recruitment of human resources of Pungkook SaiGon III company in recent years
has achieved the following results:
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 - The recruitment plan is based on the company's production and business plan, the
number of personnel changes each year, through the units that need to recruit workers,
quickly determining the criteria for the candidate should have. make quick decisions in
recruitment, ensure smooth production and business activities. The recruitment process
has clearly divided the specific rights and responsibilities of each individual and unit in
planning the recruitment needs.
- Diversified recruitment sources (both internal and external), giving priority to
internal sources and relatives of employees in the company. Therefore, new employees
easily integrate into the new working environment, methods and work experience quickly
learn from relatives. The assurance of relatives helps the company have confidence in
employees. The screening of resumes has been done quite well due to the introduction of
a standard to evaluate applications with specific criteria such as: qualifications,
experience, working history...
- Recruitment efficiency: Every year, the company always performs quite well the
recruitment target set out through the quantity and quality of newly recruited employees.
Integrate quickly with the job and fit into the company's culture. That success is due to
the fact that the leaders in the company have a certain interest in human resource
recruitment.
- The organizational structure of the management apparatus is increasingly perfected,
contributing to the making of correct regulations on recruitment and training regulations,
clearly defining the responsibilities and powers of each department in the company, as
well as the rights and responsibilities of employees. The company has built a good image
and reputation for customers and state agencies, so the company has many advantages in
finding and attracting workers.
2.6.2. Disadvantages
As found above, Pungkook SaiGon III has a fairly detailed selection process, the tasks
in each step are very clearly divided, assigning specific responsibilities for each
department of personnel, functions and participation. of the director. However, the
selection process of Pungkook SaiGon III has the following problem:
- The recruitment method with outside labor sources has not been fully exploited by
the company, in addition to only posting information through the media or through the
employees in the company, the company should also pay attention to the recruitment
37
process. pay attention to methods such as through training institutions, job placement
centers or taking advantage of the company's reputation to attract abundant labor
resources in the market.
- Profile screening activities, although there are standards and evaluation tables, but
only stop at reviewing dossiers without determining the accuracy of records, so people
who have the ability to work can be ignored. good but the resume is not as impressive as
other candidates.
- The company only accepts red stamp notarized documents by submitting directly at
the company, which makes candidates spend more time in preparing and submitting
documents.
2.6.3. Reason
In fact, the recruitment work at the company has some such disadvantages due to a
number of reasons:
- Human resource planning is a very important task, but it has not been carefully
planned and is difficult to implement. This is shown when it only plans how many
employees are missing but has not yet determined what level of staffing is needed, human
resource needs are only estimated.
- Job analysis only stops at listing the list of tasks and jobs that need to be done for a
title, not serving much for personnel selection. The job description has not been
developed or completed, and has not been used for recruitment and selection. The quality
of input recruitment personnel is quite high, but due to the company's characteristics of
using advanced technologies, when recruiting new technical staff, it is often necessary to
plan in-depth professional training, which takes time and effort. recruitment and training
costs.

38
 CHAPTER 3: SOLUTIONS TO IMPROVE THE EFFICIENCY OF HUMAN
RECRUITMENT IN THE COMPANY
3.1. Future development direction of the company
3.1.1. General development direction of the company
Upholding the glorious tradition of more than 50 years, today's generation of
employees is determined to strive to achieve more achievements, building Pungkook
SaiGon III Co., Ltd. and sustainable development. To achieve that goal, all officers,
employees and employees of the company have clearly defined the direction and
developed a development strategy in the next period:
- Regarding production and business: Expand the production process, closed sewing
with a total workforce of 1000 people.
- Regarding the organization of the organizational management apparatus: The
company has changed in terms of structure, increased training of managers to improve
professional qualifications and recruited young, highly specialized staff. In addition, the
company is looking to expand its production scale, so it needs to recruit 1,000 more
workers.
- About human resource development: The company always identifies the quality of
human resources as an important and decisive factor for the development of the company.
Therefore, human resource training and development must be paid special attention by
leaders at all levels. Facing the trend and speed of development of science - technology,
there are many challenges ahead for the company's human resource development.
Upholding the good traditions, the company's cadres, employees, and generations of
employees today are determined to successfully implement the above strategic goals, in
order to continue to record more achievements. into the glorious tradition, so that
Pungkook SaiGon III company always deserves to be the leader of Vietnam's garment
industry.
3.1.2. Company recruitment plan
- Completing the recruitment process of the company
- Recruiting more personnel to fill positions that are in short supply, supplementing
human resources for the company's production expansion needs.

39
3.2. Solutions to improve the company's human resource recruitment program
The foundation of an enterprise is always a strong, capable and suitable human
resources team for the company's tasks. So how to get a bright staff? Recruitment is the
pre-requisite to bring the company the best candidates. To do so, the company's
recruitment work needs to be further improved, the recruitment process must accurately
screen candidates and also know how to use recruitment methods so that it is reasonable
and skillful. skillful, effective. After learning about the current situation of the company's
recruitment process, I would like to offer some solutions to improve the effectiveness of
this job.
3.2.1. Diversify the recruitment process
Both internal and external recruitment sources have their own strengths and
limitations, and in practice, it is not possible to rely on any human resource recruitment
source, but must be based on the characteristics of the job at that time to confirm any
specific source of labor or a combination of both when recruiting. When determining the
source of recruitment that can meet the proposed job, then an appropriate recruitment
method can be selected.
The company should expand its sources of recruitment and recruitment methods such
as: former employees of the company, training and vocational schools. Currently, there
are many vocational schools, including industrial sewing, to be able to recruit highly
skilled people who can meet job requirements without having to spend extra money on
vocational training for workers. new multiplier. The company can also use a number of
other methods and methods to recruit, such as: The company can directly contact the
People's Committees of communes and localities in the area to find and attract workers.
3.2.2. Build more attractive and detailed recruitment announcement content
- In order to increase the attraction of candidates in today's fiercely competitive market,
the Company should offer attractive incentives to recruit suitable people. In fact,
applicants are often attracted by high salaries and bonuses, in addition to the company's
benefits and regimes for candidates.
- Recruitment notice needs to be presented fully, concisely and uniquely to increase
efficiency in the process of receiving information from job applicants.
- In the recruitment notice, it is necessary if the details of the content of the job are based
on the job description and the requirements for the person performing the job.

40
- Specific requirements for qualifications, qualifications, experience and skills. The
requirements must be clear because this is the basis for the screening of applications and
the restriction of those who do not meet the requirements to apply.
3.2.3. Implement better training and development policies for employees
The company must invest more in training, increase the training fund because good
training will give us a team of skilled, good employees with the most professional
working style, especially senior staff. such as heads and deputy heads of departments, do
not hesitate to organize courses to improve management skills for senior members so that
they can improve their knowledge and apply it in practice.
3.3. Some other solutions
3.3.1. Improve the capacity of the staff in charge of recruitment
The quality of human resources and the effectiveness of recruitment depends greatly
on the professional qualifications of the staff engaged in the recruitment work as well as
the qualifications and expertise of the human resource managers. When managers have
professional qualifications, they can timely grasp the human resource needs and then
have a specific recruitment plan for each period. The capacity of good professional staff
both saves time and costs for recruitment, selection, human resource management and
contributes to high production and business efficiency.
For a team of recruitment and selection officers to work effectively, the staff of the
human resources department must clearly understand the importance of recruitment
planning in human resource management, be proficient in planning and use it flexibly.
3.3.2. Build recruitment software
Every year, the company has a recruitment round with a relatively large number, it is
very necessary to build recruitment software to help the recruitment work be carried out
methodically and scientifically. The software will perform and track the recruitment
process according to a complete business process: specifying interview rounds and
benchmarking for each interview round, managing recruitment requirements, managing
candidates.
3.3.3. Developing effective scientific human resource policies
- Improve income for employees, and at the same time offer a salary, wage and bonus
regime suitable to the efforts that employees put in and stimulate them to work to
improve labor productivity and loyalty. long term with the company. At the same time,

41
these factors are also factors to attract human resources from outside to the company to
apply for jobs and work for the company.
- Training and developing personnel to help them improve their professional
qualifications, professional skills are a factor contributing to improving the recruitment
efficiency of the Company.
3.3.4. Expected results
The results will give a different view of the company in recruiting and help the
company build a more rational and scientific recruitment process based on which the
company can depend on its business plan, personnel, ... to recruit the right people,
arrange the right jobs to reduce costs and improve business efficiency of the company.
3.4. Request
In recent years, many garment companies have been put into use and expanded their
production scale, such as: Saigon Garment, Son Ha, Viettien, etc. Many competitors have
appeared in the market, so the company must be sensitive. with the time to be able to
seize the opportunity that comes to you.
- First of all, the company needs to consider the remuneration policy, salary policy,
bonus, insurance ... to attract qualified and skilled workers. Reviewing and finalizing this
policy also contributes to the improvement of the company's human resource recruitment.
- Continuously equip and improve professional knowledge for staff engaged in
recruitment.
In order for the recruitment of human resources to be most effective, enterprises alone
cannot have enough resources but need the help of the State. Workers who want to be
trained have to pay training and retraining costs themselves while their economic
conditions are still limited. Enterprises do not have the financial capacity to fully retrain.
Therefore, the State should provide educational support such as:
- The State needs to pay more attention to the education and training system to
improve people's intellectual level, raise social consciousness, and at the same time
provide the society, especially enterprises, with really capable workers. To ensure this, it
is necessary to improve the education system both in terms of facilities and teachers in
order to train people in both quality and professional knowledge.
- In addition, providing information to businesses about human resources is also an
encouraging job: Cooperating with businesses to open job fairs (at universities,

42
colleges,...), opening job fairs (at universities, colleges, etc.), business-to-student contact
programs.
Build and improve the infrastructure system, transportation system, electricity and
water, combined with businesses to build low-cost housing for workers.

43
 CONCLUSION
In the current general development trend of the economy and globalization, the
competition is becoming more and more fierce and fierce. One of the factors that helps
businesses stand firm and maintain their production and business activities in the labor
market is the human resource factor. Therefore, the recruitment process is always the
foundation to provide enough human resources in quantity and good quality for the
recruitment process in each enterprise. Recruitment is an important activity in human
resource management. Especially when human resources are decisive to the development
of an enterprise. Human resource recruitment is one of the basic stages of Human
Resource Management, in order to provide input for this process.
It can be affirmed that human resource management is the most important factor to
help businesses survive and develop in the fiercely competitive market. Therefore, in
order for human resource management to effectively promote its role, there needs to be a
connection between links and activities. Therefore, in the recruitment process, if there are
no clear policies and criteria, it will greatly affect the production and business activities
of enterprises.
Each enterprise, depending on the actual situation as well as its own characteristics, to
organize the recruitment of workers appropriately, but in general, to recruit the best and
suitable employees. with the most work to be able to conduct production and business
activities in the most effective way. That is not to say that in order to recruit effectively, it
is only necessary to do the recruitment work, but it is necessary to coordinate the
recruitment work with other tasks in the enterprise such as job analysis, job performance
evaluation. , human resource planning... Because in an enterprise, activities are closely
related to each other and affect each other. In addition, enterprises need to constantly
research and improve recruitment according to each time, each specific situation of the
business, so that the recruitment work in particular and the management Human
resources in general ensure efficiency, contributing to the overall production and business
efficiency of the enterprise.

44
 REFERENCES
[1] Statistics from the human resources department of Pungkook SaiGon III Co., Ltd
[2]. Tran Xuan Cau - Mai Quoc Chanh (2009), Textbook of Human Resource
Economics, National Economic Publishing House, Hanoi.
[3]. Le Thanh Ha (2012), Human Resources Administration (volume 1), Labor - Social
Publishing House, Hanoi.
[4]. Hoa Viet Garment and Transport Private Enterprise (2015), Report on the situation of
enterprises from 2013 to 2015 and development direction to 2020.
[5]. Duong Dai Lam (2014), Improving human resource management at Bac Giang
Telecommunications, Master thesis, Institute of Post and Telecommunications
Technology.
[6]. Nguyen Ngoc Quan (2012), Human Resource Management, Labor - Social
Publishing House, Hanoi.
[7]. Website: quantrinhanluc.co.vn
[8]. Website: blognhansu.net.vn.

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