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HUMAN RESOURCES
MANAGEMENT

MA, Tran Cam Tu

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LEARNING OUTCOMES

ØWhat is human resource management?

ØHow do organizations attract a quality workforce?

ØHow do organizations develop a quality workforce?

ØHow do organizations maintain a quality workforce?

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WHAT IS HUMAN RESOURCES

MANAGEMENT?

Human resource management

The process of:
acquire _
training _
§ appraising,
§ compensating employees
§ attending to their labor relations,
health and safety, and fairness
concerns

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“You can have the best strategy and the

best building in the world, but if you don't
have the hearts and minds of people who
work for you, none of it comes to life”

è Human capital is essential to any

organization's long-term performance
success.

è Organizations perform better when they

treat their employees better.
è Human resources are key to
organizational success or failure.
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MAJOR HUMAN RESOURCE MANAGEMENT

RESPONSIBILITIES

• Attracting a quality workforce

Human resource planning, recruitment, and selection
• Developing a quality workforce
Employee orientation, training and development, and
performance appraisal.
• Maintaining a quality workforce
Career development, work-life balance, compensation
and benefits, employee retention and turnover, and labor
management relations.
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HOW DO ORGANIZATIONS ATTRACT A

QUALITY WORKFORCE?

The foundation of human

resource planning is job
analysis.
Job analysis
Procedure through which you
determine the duties of jobs
and the characteristics of the
people who should perform
them
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HOW DO ORGANIZATIONS ATTRACT A

QUALITY WORKFORCE?

Recruitment Recruitment methods:

• Activities designed to attract a qualified • External recruitment —

pool of job applicants to an organization.
candidates are sought from
• Steps in the recruitment process:
outside the hiring organization.
- Advertisement of a job vacancy.
• Internal recruitment —
- Contact with potential job candidates.
candidates are sought from
- Initial screening to create a pool of
qualified applicants. within the organization.
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We hire individuals
4-9
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HOW DO ORGANIZATIONS ATTRACT A

QUALITY WORKFORCE?

ØSelection
• Choosing from a pool of applicants the person or persons who
offer the greatest performance potential. ØSelection Steps

• Completion of a formal application form. •

Interviewing. • Testing. • Reference checks.

• Physical examination.
• Final analysis and decision to hire or reject.
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TYPICAL JOB INTERVIEW QUESTIONS

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TOUGHEST INTERVIEW QUESTIONS

1. “Who would win in a fight between Spiderman and Batman?”

Stanford University.
2. “Describe the color yellow to someone who's blind” Spirit Airlines
3. “What would you do if you were the one survivor in a plane
crash?” Airbnb

4. “Can you calculate how many tennis balls are used during the
course of Wimbledon”- Accenture

5. “Estimate the total number of cars in the UK”- Barclays Investment

6. “How many calories are in a grocery store?” Google
7. “Is Batman a superhero?” - AlphaSights
8. “How many times does a person say the word “and” per day?”-
Google 5-13
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HEINEKEN RECRUITMENT CAMPAIGN

“I really didn't know what was

happening at the job interview.”

“First they take my hand and I think

'Hey, that's friendly' and then the guy
falls on the floor and next thing I am
outside during a fire alarm helping
somebody jump off the roof.

“It was insane. But it really is my

dream job.”

On May 25th, 2013, Heineken needed to hire an intern for its Event & Sponsorship Marketing
team to prepare for the Champions League final. Heineken received a staggering 1,734
applications for this position. They faced the question how to choose a right talent amongst
5-14
1,734 candidates..
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LESSONS LEARNED FROM HEINEKEN

• Grabbed the interest of future employees (>317%

increase in CV)
• Influenced positively on current employees
• Higher recruitment effectiveness
• Innovation to traditional recruitment process.
• Understand candidates • Successful not in
recruitment but also branding.
• Look beyond the ordinary

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ORIENTING EMPLOYEES

• Employee orientation
Provides new employees
with basic background
information needed to
perform their jobs
satisfactorily

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ORIENTATION PROGRAMS

Covers:
• Employee benefits
• Personnel policies
• The employee's daily routine
• Company organization and operations
• Safety measures and regulations

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ORIENTING EMPLOYEES

The new employee should:

• Feel welcome

• Understand the organization in a broad sense • Be

clear about what the firm expects in terms of work and

behavior

• Begin the process of socialization

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ORIENTING EMPLOYEES

• Socialization
• The continuing process of instilling in all employees the attitudes,
standards, values and behavior patterns expected by the company

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EMPLOYEE ORIENTATION

FACTS:
- 4% of new hires quit after an awful 1st day
- 22% employee turnover occurs in 45 days
- 79% of business leaders say employee orientation is both an
urgent and important priority.
è Orientation sets both new hires and the company up for
success.

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LINKEDIN EMPLOYEE ORIENTATION

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LINKEDIN EMPLOYEE ORIENTATION

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LINKEDIN EMPLOYEE ORIENTATION

• “Introduction is more than

just giving new hires a
laptop/ a t-shirt”
• “We want new hires to be
truly introduced to the
company mission and values
and start building
relationships on day one”.

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LINKEDIN EMPLOYEE ORIENTATION

Explore the company: ice-breaking.

Getting to know each other!

6-24
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LINKEDIN EMPLOYEE ORIENTATION

Overview about the company

6-25
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LINKEDIN EMPLOYEE ORIENTATION

Campus tour and lunching

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LINKEDIN EMPLOYEE ORIENTATION

Executive Q&A
The closeness to various leaders

6-27
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LINKEDIN EMPLOYEE ORIENTATION

Unpack your perks

6-28
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LINKEDIN EMPLOYEE ORIENTATION

Tech Support

6-29
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EMPLOYEE TRAINING

• Training
Methods used to give
new or present
employees the skills
they need to perform
their jobs

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ON-THE-JOB TRAINING

Having a person learn a job by actually doing it. 6-31

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APPRENTICESHIP TRAINING

• A process by which people

become skilled workers
through formal learning and
long term on-the-job training.
• Advantage: Practical knowledge;
earn $
• Disadvantage: lower wage
(80%);

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WHAT IS PERFORMANCE APPRAISAL?

Evaluating an employee's current and/or past performance

relative to his or her performance standards

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WHO SHOULD DO THE APPRAISING?

1.Supervisors 3. Rating Committee

2.Peers 4. Subordinators 5.
Self-appraising 7-34
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EMPLOYEE COMPENSATION?

• Employee compensation
• All forms of pay or rewards
for employees
• Direct financial payments
• Indirect payments

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EMPLOYEE COMPENSATION

• Direct financial payments • Indirect payments

• Payments in the form of • Payments in the form of
wages, salaries, financial benefits like
incentives, commissions, employer-paid insurance
and bonuses and vacations

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EMPLOYEE COMPENSATION PACKAGE

video 8-37
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MINIMUM WAGE

TOP 10 HIGHEST MINIMUM

WAGES

8-38
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MINIMUM WAGE

TOP 10 LOWEST MINIMUM

WAGES

8-39
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MINIMUM WAGE

VIETNAM'S MINIMUM WAGE LAW

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LAW 2: WORKING HOURS

• You can't work more than 48 hours a week on average

(International Law on Maximum working hours)
• If you're under 18, you can't work more than 8 hours a day or
40 hours a week.
• Overtime pay: Hourly basic rate
of pay x 1.5 x number of hours
worked overtime.
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PAYING MANAGER/ EXECUTIVE/

PROFESSIONAL POSITIONS

• The average CEO earns around 204 times what their median worker earns
• In the meantime, CEOs of companies like Walmart
and Chipotle are earning about 1,133 and 1,522

times what their

employees make,
respectively.
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TYPES OF BENEFITS
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EMPLOYEE BENEFITS

Facebook: A job offer at the social network

comes with access to an "onsite healthcare,
chiropractor and acupuncture." Additional
"fantastic benefits" include three free meals a
day, snacks, and regular team happy hours. "The
list goes on and on," writes one software engineer.

8-44
Facebook Videos
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EMPLOYEE BENEFITS

Adobe: The pay is "equitable if not better than peer companies" and the
company offers pet insurance. Facilities get rave reviews, as does Adobe's
vacation policy:“We have 28 days of vacation & receive a sabbatical every
5 years," writes an executive assistant.

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EMPLOYEE BENEFITS

Perks include free food,

massages, offsite trips
to places like Vegas and
Hawaii, and a flexible work
schedule, according to one
senior software engineer the
company environment is so
outstanding although "you
don't really want to leave
campus."
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WHY DO COMPANIES OFFER

BENEFITS?