Scenario

Johnson & Johnson was founded more than 120 years ago on a revolutionary idea:
Doctors and nurses should use sterile sutures, dressings and bandages to treat peoples’
wounds. Since then, they’ve become a Family of Companies with more than 250
operating companies in 57 countries employing approximately 114,000 people.

Their business is guided by a so-called The Credo, a management document authored

more than 60 years ago by Robert Wood Johnson, former chairman from 1932 to 1963.
The Credo, a deeply held set of values that have served as the strategic and moral
compass for generations of Johnson & Johnson leaders and employees. Above all, The
Credo challenges them to put the needs and well-being of the people they serve first. It
also speaks to the responsibilities they have to their employees, to the communities in
which they live and work and the world community, and to their shareholders. The Credo
is a blueprint for long-term growth and sustainablity that’s as relevant today as when it
was written.

With more than 250 operating companies in 57 countries, the decentralized management
approach applying in Johnson and Johnson has shown its success. Each of the operating
companies functions as its own small business. They are strongly entrepreneurial in
character, and they know that their success depends on anticipating customers’ needs
and delivering meaningful, high-quality solutions. While Johnson and Johnson’s people
operate in a small-company setting, they also have access to the know-how and
resources of a Fortune 50 company.

People and values are Johnson & Johnson’s greatest assets. They know that every
invention, every product, and every breakthrough they’ve brought to human health and
well-being has been powered by people. Not ordinary people, though, but people whose
personal values drive them to make a difference in the world.

Diversity is a central part of the cultures across the Johnson & Johnson Family of
Companies. It’s a key to their people’s passion for improving the health and well-being of
people the world over. Further, their commitment to diversity and inclusion is deeply
rooted in the values instilled by The Credo and is exemplified in a number of the
companies’ programs and activities.

Johnson & Johnson recognize that differences in age, race, gender, nationality, sexual
orientation, physical ability, thinking style and background bring richness to their work
environments. Such differences help them connect better with the health needs of people
in communities around the world.

Entering Vietnamese market for more than 20 years, Johnson & Johnson is one of the
most favourite and well-known brandnames with baby care products. Even though, most
of products sold in the market are imported from Thailand, Malaysia, China or Singapore.
Vietnam is a promissing market with population of 86 millions and about 1,3 millions
babies are born each year. The number of children from 0 to 5 years in the urban zones
is about 2,4 millions. Furthermover, the living standards are now more and more
improved. The labor cost is pretty low in comparison to other countries in the area. Those
are the reasons for Johnson & Johnson Family of Companies decided to open a new
factory in Vietnam which is registered as Johnson and Johnson Vietnam Co. Ltd. This
new factory will be located in Bacninh Industrial Zone, 30km away from Hanoi. The new
factory will provide over 250 jobs for the area with the possibility of more in the future.

As a decentralized management approach, Johnson and Johnson Vietnam will have

representation on the board of the parent company. Employee relations, recruitment,
selection, and training and development will all be the responsibility of the local
management and not the head office. This enables the company to consider local
conditions and to react appropriately. All of the operational aspects of HRM will be
localised with only the strategic aspect of HRM dictated from head office.

Possibly the most impressive part of HRM at Johnson and Johnson is the company’s
training programme. Johnson and Johnson has fully adopted the concept of lifelong
learning and provides a comprehensive induction programme followed by regular periods
of training to keep all staff up to date with the latest technology. Its training needs analysis
identifies who requires training and when. Through their well planned series of on-the-job
and externally provided training, it can ensure that no one will ever need to be made
redundant because they no longer have the right skills.

Production is based on the concept of Total Quality Management. Perception of cross-

functional teams is applied in developing and launching new product process.
Representatives from engineering, purchasing, manufacturing and marketing have
always had some influence on the future direction of new products. Team members work
together daily and are totally dedicated to the new product development process on a full
time basis.

Role

You are newly appointed Human Resource Officer of the company, approached by
Human Resource Manager to conduct an audit of the HRM systems, processes,
procedures and practices in Johnson and Johnson Vietnam Co.Ltd and compile a report
based on the following areas:

Tasks

You are required to:

• Identify characteristics of personnel requirements and recruitment practices for

Johnson and Johnson Vietnam Co.Ltd.
Hints:
o Develop the organisational structure of Johnson and Johnson Vietnam Co.Ltd
 o Based on the structure, choose some key positions and handle a job analysis
program in order to write Job Descriptions and Person Specifications for those
jobs.
o Design a job advertisement and discuss recruitment practices for Johnson and
Johnson Vietnam Co.Ltd

• Suggest suitable methods for selection and selection process that Johnson and
Johnson Vietnam Co.Ltd is likely to use in order to appoint the right quality employees.