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Assignment-1-5035-Phạm-Lê-Ngọc-Thảo

Human Resource Management (University of Greenwich)

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ASSIGNMENT 1 FRONT SHEET

Qualification BTEC Level 4 HND Diploma in Business

Unit number and title Unit 3 Human resource management

Submission date 25/06/2022 Date Received 1st submission

Re-submission Date Date Received 2nd submission

Student Name Pham Le Ngoc Thao Student ID GBS210634

Class GBS1002B Assessor name Tran Xuan Linh

Student declaration

I certify that the assignment submission is entirely my own work and I fully understand the consequences of plagiarism. I understand that
making a false declaration is a form of malpractice.

Student’s signature Thao

Grading

P1 P2 P3 M1 M2 M3 D1

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 Summative Feedback:  Resubmission Feedback:

Grade: Assessor Signature: Date:

Internal Verifier’s Comments:

Signature & Date:

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TABLE OF CONTENTS
1. INTRODUCTION
1.1. Introduce about P&G

1.2. Company profile

1.2.1. Purpose

1.2.2. Vision

1.2.3. Mission

1.2.4. Strategic aims

2. PURPOSE AND FUNCTION OF HUMAN RESOURCES MANAGEMENT

2.1. Definition

2.2. Purpose of HRM

2.3. The key roles and responsibilities of HRM

3. TALENT ACQUISITION STRATEGY

3.1. Strengths and weaknesses

3.2. Creating sustained performance and achieving organizational objectives

4. DIGITAL BUSINESS TRANSFORMATION

4.1. Overview

4.2. How it leads to HRM changes

5. A TALENT ACQUISITION PLAN PROPOSAL

5.1. Employer branding

5.2. Recruitment

5.3. Selection (Entry & Manager/Director)

5.4. Onboarding

6. CONCLUSION

7. REFERENCE

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I. INTRODUCTION:
1. Introduce about P&G:

Procter and Gamble, abbreviated as P&G, is a well-known global corporation based in the United States,
with a blue P&G logo. P&G was founded in 1837 and has approximately 200 years of history. It has
become a leader in the consumer products business with global reach, with offices in most countries
across the world. Not only is P&G well-known in the market for well-known consumer goods brands such
as Comfort, Oral-B, Head and Shoulders, and so on, but it is also well-known in the eyes of enterprises.
Business initiatives, brand management, media, and advertising are among her specialties.

P&G was created by two entrepreneurs, William Procter and James Gamble, who met by coincidence and
soon became brothers-in-law. P&G initially concentrated on soap goods, with more than 30 product
codes. By 1911, the firm had begun to broaden its product line, beginning with Crisco vegetable oil,
infant diapers under the Pamper brand name, and purchasing goods from a variety of other companies,
allowing P&G's impact to grow over the following few decades.

P&G did not formally finalize the acquisition of Gillette, a well-known brand specializing in personal care
items, particularly razors, until 2005. P&G now owns all of Gillette's brands, including Oral-B, Braun, and
Duracell, making it America's largest consumer products maker, surpassing competitor Unilever for
second position in the market.

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( Lamb Industries, 2022 )

In the years afterwards, P&G has been simplifying and phasing out duplicate names in order to improve
the quality of their major brands. The business sold Rembrandt toothpaste to Johnson & Johnson, Right
Guard, Dry Idea deodorant to Dial, and, most notably, Warner Chilcott's $3.1 billion acquisition of P&G's
pharmacy. P&G revealed in 2014 that it has cut over 100 product lines in order to focus on the 65 main
brands that contribute for 95 percent of the company's income. P&G's income rose that year, hitting a
record $87 billion and selling hundreds of brands to other corporations all around the world.

Company’s Name Procter & Gamble

Founders William Procter
James Gamble
Establish 31/10/1837
Headquarters Cincinnati, Ohio, United States
Products Cleaning agents, Skin care,
Personal care
Brands Downy, Gillette, Pantene, Oral B,
&

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Subsidiaries Procter & Gamble Australia Pty.

Ltd.
Website https://us.pg.com/

1.2. Company profile:

1.2.1. Purpose:
<We will deliver branded products and services of exceptional quality and value to improve the lives of the
world's consumers, now and for generations to come. From there, consumers will help us stay on top of
sales, profits and value creation, enabling our employees, shareholders and the communities in which we
live and work to thrive.=

1.2.2. Vision:
"Be, and be recognized as, the best consumer products and services company in the world," reads Procter
& Gamble's mission statement. The phrase "best" describes the company's objectives in the global
consumer products sector in its corporate vision. This variable reveals how the Procter & Gamble Company
views itself in relation to other companies operating in the same sector. The phrase also refers to the
company organization's potential and skills. In this sense, the corporate vision statement emphasizes the
qualities listed below that are pertinent to Procter & Gamble and its current financial situation:

• Being the finest provider of goods and services to consumers

• Become known as the greatest provider of goods and services for consumers
• International market operations

The Procter & Gamble Company is required by its mission statement to guarantee the exceptional quality
and affordability of its goods. A strategic goal is to keep improving the company's products to preserve
their outstanding quality and value based on this attribute. As an intense growth plan, Procter & Gamble,
for instance, must constantly innovate and provide enough R&D expenditure for product development
<Procter & Gamble's Generic Strategy & Intensive Growth Strategies= (Thompson Andrew, 2017) The
enhancement of consumers' lives is another aspect of the mission statement. P&G creates its consumer
products to meet certain difficulties or problems. The third aspect of the corporate purpose speaks to the
success of the company, particularly the financial success of Procter & Gamble. The fourth characteristic
shows the intended overall result of the actions taken in accordance with Procter & Gamble's mission
statement, which promotes the prosperity of diverse stakeholders. Long-term corporate existence is
supported by stakeholders' prosperity. Procter & Gamble's corporate social responsibility plan takes this
into account.

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1.2.3. Mission:
The mission statement of Procter & Gamble reads, " We will provide branded products and services of
superior quality and value that improve the lives of the world’s consumers, now and for generations to
come. As a result, consumers will reward us with leadership sales, profit and value creation, allowing our
people, our shareholders and the communities in which we live and work to prosper.= Procter & Gamble's
strategic orientation is influenced by the specifics of its corporate objective. The emphasis is on superior
quality and value, which are also stressed in the company's vision statement. The characteristics of Procter
& Gamble's corporate purpose statement are as follows:

• Branded goods and services that are high-quality and affordable

• Make customers' lives better today and for future generations
• Sales, profit, and value creation leadership
• The prosperity of individuals, businesses, and communities

The Procter & Gamble Company is required by its mission statement to guarantee the exceptional quality
and affordability of its goods. A strategic goal is to keep improving the company's products to preserve
their outstanding quality and value based on this attribute. As an intense growth plan, Procter & Gamble,
for instance, must constantly innovate and provide enough R&D expenditure for product development,
cited in <Procter & Gamble's Generic Strategy & Intensive Growth Strategies=(Smithson Nathaniel, 2017)
The enhancement of consumers' lives is another aspect of the mission statement. P&G creates its
consumer products to meet certain difficulties or problems. The third aspect of the corporate purpose
speaks to the success of the company, particularly the financial success of Procter & Gamble. The fourth
characteristic displays the desired combined impact of the actions based on Procter & Gamble's mission
statement, which contributes to the prosperity of diverse stakeholders. Stakeholder prosperity promotes
long-term corporate survival. This consideration is included in <Procter & Gamble’s corporate social
responsibility strategy= (Gregory Lawrence, 2017).

1.2.4. Strategies aim:

<Our integrated strategy is the foundation for strong balanced growth and value creation for the near
and long term — to focus and strengthen our portfolio in daily use categories where performance drives
brand choice; to establish and extend the superiority of our brands across product, packaging,
communication, retail execution and value; to make productivity as integral to our culture as innovation;
to lead constructive disruption across the value chain; and to improve organization focus, agility and
accountability. These are not independent strategic choices. They reinforce and build on each other, and
when executed well, lead to balanced top- and bottom-line growth and value creation.

This strategy is working, and we believe it puts us in a good position to deal with and overcome the
challenges of the current macroeconomic environment we find ourselves in.= (P&G USA, 2020)

The Procter & Gamble Company applies its generic strategy to achieve competitive advantage in the
consumer goods industry. Michael Porter’s model for generic competitive strategies focuses on business
approaches that lead to competitiveness and resilience amid competition. In the case of Procter &
Gamble’s generic strategy, the emphasis is on product quality and value. These factors are significant in

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supporting P&G’s efforts to achieve and maintain a leadership position in the consumer goods industry.
Moreover, the company applies intensive growth strategies alongside its generic strategy. These
intensive strategies facilitate Procter & Gamble’s growth in terms of market performance. Considering
the tough competition in the consumer goods market, it is essential that these intensive growth
strategies are effective and relevant to the current market conditions affecting Procter & Gamble.

Procter & Gamble’s generic competitive strategy (Porter’s model) defines the main approach of the
business to achieve competitiveness. In this regard, the generic strategy also influences managerial
decisions, in terms of marketing, research and development (R&D), and innovation. On the other hand,
Procter & Gamble’s intensive growth strategies depict the strategic approach of the business in
addressing consumer goods markets. These intensive strategies affect the company’s growth and
expansion plans.

2. PURPOSE AND FUNCTION OF HUMAN RESOURCES MANAGEMENT

2.1. DEFINITION:
Human Resource Management (HRM) is the practice of recruiting, hiring, deploying, and managing
personnel in a business. HRM is frequently abbreviated as "Human Resources" (HR). The Human
Resources department of a corporation or organization is normally in charge of developing,
implementing, and managing rules that regulate workers and the firm's interaction with its employees.
Human Resources was initially used to define the individuals who work for the company in aggregate in
the early 1900s, and then more commonly in the 1960s. HRM is employee management with a focus on
employees as corporate assets. Employees are sometimes referred to as human capital in this sense. The
objective, like with other corporate assets, is to make the most use of personnel while minimizing risk
and maximizing Return On Investment (ROI).

( Viindo, 2020 )

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2.2. PURPOSE OF HRM:

The goal of Human Resource Management is to avoid these problems from occurring in the first place
and to enhance a company's success by investing in the appropriate people. Those in this sector have the
skills, expertise, and resources required to locate and hire top talent, assist employees in their
responsibilities, and assure acceptable working conditions. Their tasks may include the following,
depending on the organization:

 Internal and external hiring.

 Candidate evaluation.
 Employee orientation and training
 Employee performance evaluation.
 Employee remuneration.
 Organizational growth.
 Observance of labor laws.
 Labor-employee relations
 Employee involvement and recognition
 Advancement of one's career.

Each area of HRM in a major business is overseen by one or more HR managers and other professionals,
such as training and development managers, employment services managers, career counselors, and so
on. Small businesses either outsource this procedure or manage it on a lower scale in-house. Staffing,
employee orientation/training, employee welfare, and employee retention are the primary tasks of
Human Resource Management.

2.3. THE KEY ROLES AND RESPOSIBILITIES OF HRM:

The Human Resources Management (HRM) function includes a variety of activities, including determining
what staffing needs to be met and whether to use independent contractors or hire employees to meet
those needs, recruiting and training the best employees, ensuring they are high performers, dealing with
performance issues, and ensuring your personnel and management practices comply with various
regulations. Managing your approach to employee benefits and remuneration, employee records, and
personnel regulations are also activities. Because they cannot afford part- or full-time staff, most small
enterprises (for-profit or charity) must carry out these duties alone. They should, however, constantly
guarantee that employees have and are aware of personnel rules that comply with current legislation.
These policies are frequently in the form of employee manuals, which are distributed to all workers. It
should be noted that some individuals discriminate between HRM (a key management activity) and HRD
(Human Resource Development, a profession). Those individuals may include HRM in HRD, stating that
HRD encompasses a larger variety of actions to develop persons inside organizations, such as career
development, training, and organizational development. (Sharmaas, 2020)

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3. TALENT ACQUISITION STRATEGY

3.1. STRENGTHS AND WEAKNESSES:
3.1.1. STRENGTHS:
Unlike most other major firms, P&G has a legacy of promoting from within, with a focus on developing
personnel from entry level to executive level. That example, if you work for P&G, you will start at the
bottom and gradually be recognized and promoted based on your true talent, rather than being
educated to be an early leader. As a result, P&G currently only operates the Dream P&G Internship
program for graduate students who have the chance to practice in the following areas within two
months: Sales, Marketing, Finance & Accounting, Human Resources, and Supply Chain.

Dream P&G Internship is similar in nature to MT programs at other major corporations. However, the
recruiters at P&G's innovation may be attributed to the creation of a program that is "MT but not MT."
Furthermore, every year, P&G sponsors a variety of programs and contests targeted at identifying,
selecting, and nurturing young talent, with the Asean Business Challenge attracting a huge number of
students to participate.

3.1.2. WEAKNESSES:
Those who intend to apply to P&G must be aware of the following statement: "P&G does not establish a
Management Trainee program; that is not how we do it." Failure to schedule internship training will
make it difficult for them to gain entry to the working world. Furthermore, in order to become an intern
for a company, individuals must go through a series of rigorous screening processes, which include:

 Round 1: Reviewing applications

 Round 2: IQ test in online form
 Round 3: Preliminary Interview – In this round, candidates will be interviewed by specialized
departments of the corporation to accurately assess their professional knowledge and analytical
ability. Therefore, learn carefully the information about the business to be able to pass this exam
 Round 4: Live IQ test
 Round 5: Final Interview with departments such as finance, human resources, board of
directors....

Too many processes will make recruiting difficult and time-consuming. Not to mention trainees who have
made it to the last round of interviews but still fail. As a result, interns must devote time and effort to
everything from writing the perfect CV to interviewing with the human resources department. Although I
understand that working for P&G is many young graduates' ambition, the rigorous recruiting procedure
and excessive workload will make it easier for candidates to quit up, resulting in a protracted working
time when the firm is short of workers.

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3.2.2. CREATING SUSTAINED PERFORMANCE AND ACHIEVING

ORGANIZATIONAL OBJECTIVES:
P&G has been devoted to building an environment that incorporates social and environmental aims into
their business practices for the past 60 years. Despite P&G's constant sustainability efforts, the media
frequently revealed in 2013 and 2014 that P&G and many other firms were obtaining palm oil from
suppliers linked to significant forest damage (Greenpeace, 2014), done to generate land for palm oil
plants. P&G's sourcing strategies, according to articles with headlines like "P&G's Dirty Secret," expose its
supply chain to forest fires and habitat damage (Maitar, 2014). For more than a year, Greenpeace
investigated P&G's supply chain and discovered that an orangutan habitat was being removed at a
plantation linked to P&G's supply chain. , was also related to orangutan fatalities and burials in Tanjung
Putting National Park. Greenpeace found continuing forest clearing within the concessions of two
producers known to directly supply P&G in past situations. More than 150 fire hotspots were identified
inside these concessions in June 2013. A few months later, headlines like 'P&G Commits to Protecting the
World's Rainforests' began to surface in the media (Gies, 2014). On March 26, 2014, five Greenpeace
volunteers presented P&G with a 'worst-of' award (the Golden Axe), alleging that P&G was purchasing
palm oil from firms who were destroying Indonesia's rainforests. Greenpeace awarded the prize during
Cleaning Products Europe, Europe's largest cosmetic and detergent conference, in Manchester, England.
P&G's sustainability director was addressing the industrial audience when Richard George, Greenpeace
UK's forests campaigner, approached her at the platform and presented her with the prize. 'There were
many corporations in the running for this prize, but P&G's audacious argument that buying palm oil from
firms who destroy the rainforest was sustainable set them apart,' he added.

( USA Today, 2014 )

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That type of bravado ought to be rewarded, therefore we're thrilled to present Procter & Gamble with
the Golden Axe award for services to deforestation.' The conference guests were also given a pamphlet
arguing that, despite their claims of sustainability and family-friendliness, P&G causes deforestation by
purchasing palm oil from some of Indonesia's most damaging corporations (Greenpeace, 2014).

This example exemplifies the extensive impact of high-profile firms, such as P&G, publicizing their active
engagement in the sustainability movement, as well as the difficulties of assessing the truth of such
statements. Palm oil source is a complicated problem since it has both good and bad side effects, with
the positive being that its economic significance has lifted many Indonesians out of poverty.
Furthermore, Greenpeace omitted to emphasize that, in 2013, P&G and many other corporations were
actively aiming for 100 percent 'Roundtable on Sustainable Palm Oil' (RSPO) accreditation as a means of
demonstrating responsible sourcing. Greenpeace emphasized their conviction that RSPO certification was
insufficient, and they advocated for specific improvements to RSPO and supplier sourcing standards.
Nonetheless, P&G changed their sourcing policy in response to Greenpeace and other non-governmental
organizations (NGOs); as a result, towards the end of March 2014, The Guardian reported that
Greenpeace felt P&G was taking efforts to clean up its palm oil sourcing processes (Hamid, 2014). P&G
declared in April 2014 that it had eradicated deforestation from all of its palm oil sourcing procedures
and had implemented a non-deforestation policy across the board (Greenpeace, 2014; Greenpeace,
2014; Baker, 2014). In this regard, P&G reiterated in its Sustainability Report 2015 the objective of
creating traceability to palm oil mills by working closely with suppliers to ensure no deforestation in their
supply chain by 2020. This target also applies to palm kernel oil providers, who must improve both
practices and lives in order to achieve zero deforestation in the P&G supply chain by 2020. The firm is
currently on pace to meet these objectives.
P&G's palm oil difficulties demonstrate the company's capacity to adapt and alter its sustainability
approach in emergency scenarios. Is it implying that nothing will change until there is a feeling of
urgency, including a sustainability policy or strategy? Were Greenpeace's assertions correct?
Furthermore, does the palm oil charge show that P&G has not previously practiced sustainable practices?
P&G's palm oil crisis has demonstrated to the outside world that the corporation has taken significant
steps toward making sustainability initiatives an acknowledged and integrated concern. This case study
will look at P&G's sustainability journey and analyze the company's present sustainability position as well
as potential prospects to increase its sustainability.

4. DIGITAL BUSINESS TRANSFORMATION:

4.1. OVERVIEW:
P&G CEO Robert McDonald aspires to make the consumer behemoth the top technology firm in the
world. To that end, the former US Army captain is in charge of overseeing the widespread adoption of
digital technology and cutting-edge analytics across all aspects of P&G operations, from how the
consumer goods giant creates molecules in its R&D lab to how it maintains relationships with retailers,
manufactures products, builds brands, and interacts with customers.

Better innovation, more productivity, reduced costs, and the prospect of quicker expansion are the end
results.

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4.2 HOW IT LEADS TO HRM CHANGES:

According to Connie Chan, HR Associate Director of Procter & Gamble, "as HR practitioners, we realize
that organizational culture is a vital piece of the jigsaw in change management" (P&G). Here's why HR
should embrace digital transformation with the same zeal and pay close attention to how all the
components fit together. With technology breakthroughs like as automation, AI, blockchain, and the
Internet of Things, P&G consumers' and workers' profiles and expectations have shifted substantially
(IoT). To be future-proof, businesses and organizations must constantly evolve through positive digital
disruption both for corporations and organizations

Nonetheless, even in the age of automation, people remain at the heart of this shift. Digital
transformation is only achievable when employees understand not just how technology works, but also
how it might possibly address business and organizational difficulties P&G has been at the forefront of a
competitive industry for over 180 years because we equip and empower our executives to drive
constructive change. They are continually innovating in order to win with their staff and customers.
Upskilling and growing digital IQ are essential components of their digital transformation. HR
professionals are in the best position to lead workforce digital upskilling. In many respects, P&G and its
workers' preparedness to succeed today and in the future is in their hands. It is critical that HR facilitates
transformation and adaptability. The company is accountable for producing people that are ready for the
present and the future. Create future-ready personnel need an atmosphere that actively fosters and
cultivates lifelong learning. This means that the organization must provide a variety of chances and tools
for employees at all levels to upskill and develop their digital IQ. P&G reinforce this at P&G Asia Pacific,
Middle East, and Africa (AMA) through their 4D culture—being thoughtful, building depth, daring, and
decisive.

( Info Tech Lead, 2011 )

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It always begins with careful thought about how to relate technology to the job P&G conduct today and
in the future. This necessitates keeping up with external developments in the larger world by becoming
acquainted with new technologies and trends. As HR executives, it is critical that they keep current on
emerging technology and identify strategic value for their own organizations. Attending external forums
and seminars, both online and offline, to acquire new skills, such as designing applications for proactive
customers and staff engagement, has proven to be quite effective in keeping updated. To allow change,
HR executives must be at least comfortable with technology.

The second phase is to provide depth, which allows employees to better grasp how these talents might
be applied to their specific areas of work. We use the 70-20-10 paradigm at P&G: 70% on-the-job
learning, 20% through connections and mentorship, and 10% classroom instruction. This allows for a
more natural learning experience. Members of the P&G Leadership Team participate in reverse
mentoring, in which digital specialists within the organization routinely share the latest in technology and
possible applications with business executives. This one-on-one model has made discussions more
meaningful, engaging, and business-focused.

Finally, HR must be bold and decisive in converting ideas into action. Once you've determined your aim
and approach, put it to the test. This entails taking bold measures to test new ideas and procedures to
see which permutation adds the greatest value not just to the business but also to the people.
Monitoring feedback and opinion using analytics and social platforms is one of the trademarks of
digitization. Use these tools to assess employee sentiment and make any adjustments. Test and learn,
then repeat. P&G employees must foster a communal culture of invention, as well as the tenacity to
learn from mistakes fast. Because digital transformation is technology-driven, some individuals feel it
should be led by the Chief Technology Officer/IT. It genuinely requires cross-functional collaboration, and
HR is critical given that any change is led by people themselves.

( Mc Kinsey, 2011 )

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5. A TALENT ACQUISITION PLAN PROPOSAL:

5.1. EMPLOYER BRANDING:

Step 1: Establish the objectives for the Employer Branding plan.

✓ Obtain further applications

✓ Candidates with higher qualifications
✓ Raise awareness of the company's recruiting brand through increasing online interaction and
applicant involvement.
✓ Increase trust with current candidates.
✓ Increase the number of visits to the P&G recruiting website
✓ Increase the acceptance rate of employment offers.

Step 2: Select the best candidate

The first is the candidate's compatibility with P&G’s culture. It is critical to maintain consistency.
Communication culture, behavior, working style, management style, and so forth are all manifestations
of this. If the employer does not detect these similarities right away, the candidate is most likely a
candidate. In the long term, it will be extremely difficult to integrate and adapt to the business.

Conversely, if a candidate can swiftly adjust to a new setting while retaining the requisite agility, this will
be a talent component in the future team.

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Step 3: Identify the EVP (Employee Value Proposition)

EVP is the recruiting brand's competitive advantage, assisting the firm in standing out and being distinct
in order to attract new candidates and keep existing workers for a long time. The business's EVP must be
both unique and appealing to prospects, telling them that your company is a wonderful place to work.
When developing EVP, it is also necessary to precisely define the message that will be used to express
P&G.

( Blue C, 2019 )

Step 4: Determine P&G communication routes

It is vital to select which communication channel we have the target audience on and where our target
audience is located. There are several communication channels, and for each channel, we simply need to
select a representative.

Depending on the channel we pick for product design (also known as media), for example, newspapers
have articles, photo channels have photographs, social networks might provide clips, radios... There are
over 300 radio and television channels in Vietnam, 7 television stations, over 800 newspapers and
periodicals, not to mention OOH outdoor advertising, point-of-sale advertising, and hundreds of new
media on social networking platforms.

You may incorporate a variety of channels depending on your budget, goals, and the type of your
campaign. However, always consider effectiveness since picking the incorrect channel, even if the
message or product is superb, will surely result in your plan failing to achieve the desired effect.

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Step 5: Evaluate the efficacy of your Employer Branding plan.

Employee branding messaging will be pointless if the company does not have a way to measure its
success (or measuring ROI). You should assess the performance of your Employer Branding plan based on
the goals you specified in the first phase. Employers must set quantitative criteria for each campaign,
such as views, number of applications, recruiting time, and so on, in order to assess objectively.
Businesses, on the other hand, must participate. Data from the same field should be compared for more
objective assessment and prompt modification.

5.2. RECRUITMENT:
Recruitment plan:

11 Floor, MPlaza, 39 Le Duan Street, Ben Nghe Ward, District 1, Ho Chi Minh City

1 July 2022

Prepared by Bui Thi Thanh Huong, talent practice manager.

Recruiting objectives

This recruitment strategy intends to fulfill the following corporate objectives:

 Hire five additional staff in the next six months so that we can launch a new product.
 In the coming month, we will hire a social media manager to help us establish our brand and
raise awareness.
 In the coming year, reduce the average hiring process time to three weeks.

Positions to be filled

o Two supply chain planning: new part-time (20-hour-per-week) posts to assist planning
expand. Salary is around $500 per week.
o One buying manager will be hired on a full-time basis (40 hours a week) to replace Nguyen
Thanh Hoang, who has been promoted to director. Salary is around $65,000 per year.
o One purchasing manager will be hired on a full-time basis (40 hours a week) to replace
Nguyen Thanh Hoang, who has been promoted to director. Salary is around $65,000 per year.
o One social media manager: a new remote part-time position to appeal to a younger
population and improve brand exposure. Salary is around $40,000 per year.

We intend to hire people that possess the following characteristics, in accordance with the
company's aims and culture:

• Hard-working

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• Reliable/Flexible
• Methods for Finding Outgoing Talent

We want to contact applicants through the following channels:

▪ Indeed sponsored job listings Social media postings, including sponsored posts
▪ Advertisements shown in the workplace
▪ An employee referral program in which workers get a $1,000 incentive for each person they
suggest who stays with the company for at least six months.
▪ Methods for evaluating applicants

We intend to evaluate prospective applicants using the following methods:

 To screen prospects and establish a short list of suitable possibilities, use an Applicant
Tracking System.
 Short-listed candidates are interviewed by a panel comprised of the firm manager and a
senior executive.
 Follow-up email correspondence with failed candidates should be automated.
 Budget for yearly recruiting

Based on our projection of hiring six new workers, we anticipate spending $25,700 on recruitment
in the coming fiscal year. We anticipate that any more hiring will cost the company roughly $4,000
apiece. The recruitment budget is divided as follows:

o $2,500 for job advertising

o $4,000 employee referral incentive program
o $1,200 for recruiting technology
o $18,000 for onboarding.

5.3. Selection (Entry & Manager/Director)

This procedure only applies to external hires.

Hiring managers are responsible for conducting qualified applicants' interviews in a timely and
effective manner. The human resources department can assist hiring managers on interview
strategies and ultimate applicant selection.

Each applicant interviewed will be given a candidate assessment form, which will be utilized to
determine a final candidate selection.

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Following the final candidate's selection, the recruiting manager and HR department will work
together to establish an acceptable offer of employment (including position title, compensation,
etc.).

The selected candidate will be offered a verbal offer of employment by the HR department or hiring
manager. The human resources department will create a formal offer of employment depending on
the successful completion of the requisite background checks.

The chosen applicant will be subjected to reference and background checks by the HR department.

The HR department will shut out the requisition on the tracking report once the candidate has
signed an offer letter and background checks have been completed successfully.

5.4. Onboarding

1. Making the offer public

The employee onboarding process begins immediately following the recruitment phase. When an
employee is hired, an HR manager sends a nice welcome email that includes a few important papers
such as the offer letter, links to digital onboarding forms, and policy documents. Maintaining
transparency in the approach familiarizes the employee with the organization's culture and lets
them know what to expect.

2. Acceptance of an offer

When an employee accepts an offer, the finest companies will plan a brief call to go through the
papers, perks, and rules, as well as set expectations. Keeping new recruits engaged will confirm their
decision to accept the offer and form strong emotional bonds with the business. This is the time to
start planning the staff orientation agenda.

3. Waiting time

Just though an employee accepted the offer does not guarantee that they would show up for the start
date. During the waiting time, the employee may be receptive to other possible employers'
proposals as well. As a result, it is vital to establish a positive rapport with the employee. Let the
staff know how much you appreciate them. When developing your employee onboarding process,
consider include a waiting period.

4. The date of enrollment

Most new employees experience conflicting feelings on their first day. At the same time, they are
apprehensive, delighted, enthusiastic, and nervous. As a result, HR managers' primary responsibility
is to make new recruits feel welcome and at ease. Instilling a sense of belonging in new employees
will make them feel more dedicated and help them focus on their task

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A helpful employee onboarding checklist will alleviate the burden of HR personnel. Here are a few
things to do before the big day:

 Prepare the orientation schedule.

 Assign IT resources (workstation, email access, etc.)
 Purchase all required office materials (furniture, keys, access card, etc.)
 Create a salary account.
 Assign a mentor or go-to person to assist the employee in settling down.

5. Collaboration with other departments

It is critical to collaborate with key stakeholders (coworkers and supervisors) and advise them of
the new hire's start date HR personnel may seek the assistance of coworkers to decorate the new
employee's cubicle, organize one-on-one welcoming meetings, and schedule an orientation session.

6. Instruction and orientation

Orientation seminars provide new employees with an overview of the organization's culture as well
as an understanding of the company's aims. This phase provides new recruits with pertinent
knowledge about the organization's teams, team operations, and corporate regulations. Setting role-
based goals and objectives for the next 30/60/90 days is a good opportunity to demonstrate new
recruits what they need to focus on. Because the majority of employees require some basic training
to get started, most firms arrange the training program to get their staff up to speed as soon as
possible

An evaluation of skills will assist businesses in determining the new hire's knowledge and ability
and developing a customised role-specific training plan tailored to their skill set.

7. The first three months

The main goal of this phase is to assess and verify that the expectations of the organization and the
employee coincide. This stage should be filled with active discussions on the new hire's success and
ongoing attempts to become an integral part of the business.

Here is an employee onboarding checklist list of to-do actions that HR professionals and
management must complete in order to keep new workers for a long time:

o Examine the employee's experience to see if it meets their expectations.

o Examine their performance and provide criticism
o Check to see if the employee has any worries or problems.
o Discuss professional advancement and strategy.
o Obtain feedback on onboarding and any ideas.
o Determine whether they require extra training.

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6. CONCLUSION:
Finally, we argue that HRM is critical to be applied in a company in order to achieve long-term success.
The paper emphasizes how any firm overcomes the different problems it experiences when
implementing HRM policies and practices. The research also examines the significance and function of
human resource management as a firm grows in size. HRM implementation is a planned process that
evolves over time and may be studied via many areas such as people management, recruiting and
selection process, incentive system, employee motivation, and employment termination and cessation.
HRM guarantees that a business takes a proactive approach to work, resulting in better workforce
planning and utilization as well as more chances for advancement for employees.

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10. Steiner Keenan, 2017. How P&G’s Recruiting Team Embraced Marketing and Started
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