BPM REPORT

OF SHR COMPANY

GROUP 8 Business Process Management

Table of Contents
1. Company description.....................................................................................................................2
2. Process Architecture......................................................................................................................3
3. Criteria measure performance of process.......................................................................................5
a. Time...........................................................................................................................................5
b. Cost............................................................................................................................................5
c. Quality.......................................................................................................................................6
d. Flexibility..................................................................................................................................6
4. IHF................................................................................................................................................6
5. Build model using BPMN..............................................................................................................9
6. Analyze current status/performance of the process......................................................................10
a. Value added analysis................................................................................................................10
b. Waste analysis..........................................................................................................................10
7. Detect opportunities for improvement, analyze cause and purpose solutions..............................11
8. Drivers and Resistance, recommend to make improvement successful.......................................14
9. Estimated cost and result of improvement...................................................................................16
GROUP MEMBERS
Nguyen Ngan Giang 20213053
Dinh Thuy Duong 20213050
Tran Thi Thuy Linh 20213070
Le Phuong Linh 20213071
Nguyen Cam Phuong 20213090
Marcos Augusto Medel Beltran 2023T050

1. Company description

SHR VIETNAM CO., LTD, established on May 13, 2016, SHR Vietnam has quickly
perfected and efficiently operated to become a professional recruiting house with
partners being foreign-invested enterprises and major economic groups in Vietnam
who trust and utilize their services. The goal is to bring perfect human resources
solutions to help businesses have the opportunity to find highly qualified and
experienced employees. With the motto of providing customers with what they need,
SHR always fulfills customer requests in the fastest time possible, providing
experienced candidates who are suitable and meet customer requirements to bring
diversity in choices. The young, professional, and friendly staff of SHR Vietnam will
provide advice on services, job positions, and work environment at SHR Vietnam's
customer companies for both customers and candidates. SHR Viet Nam always brings
the perfect human resource solution to help businesses have opportunities to find
highly qualified and professional employees
 2. Process Architecture
Management Processes

Planning & Performance Quality & Process

Risk & Compliance
Development Management Improvement

Core Processes
Sale Executive Process

Client-Candidate Placement and

Client Engagement and Matching and Onboarding
Requirements Analysis Facilitation

Initial Requirement
Presentation Interview Offer Placement
Consultation Specification Management Follow-up
to Client Arrangement

Offer
Negotiation
Finalization

Feedback Post-Placement
Collection Check-ins

Headhunter Process
Candidate Candidate
Acquisition and Assessment and
Screening Shortlisting

Manual
Sourcing
Screening CV Interviews Shortlisting

Candidate Client
Evaluation Presen
tation

Marketing Process

Defining Target Building Brand Active Candidate

Audience & Selection &
Awareness & Sourcing &
Candidate Personal Onboarding Support
Employer Branding Engagement

Support Processes

Human Finance & IT & Systems Legal &

Resources & Accounting Management Contractual
Administration Services

 Strategic Management:
  Planning & Development: Market analysis, goal setting, business
strategies.
 Performance Management: Monitor KPIs, take corrective actions. \
 Risk & Compliance: Identify & mitigate risks, enforce compliance.
 Quality & Process Improvement: Audits, improvement projects.
 Core Processes
Sale Executive Process:
 Client Engagement and Requirements Analysis:
o Initial Consultation: Meeting with clients to understand their hiring needs
and company culture.
o Requirement Specification: Developing detailed job descriptions and
candidate profiles.
 Client-Candidate Matching and Facilitation:
o Presentation to Client: Sharing shortlisted candidates with clients for
consideration.
o Interview Arrangement: Coordinating interview timings between clients
and candidates.
 Feedback Collection: Gathering post-interview feedback from both
sides.
 Placement and Onboarding:
o Offer Management:
 Negotiation: Assisting in the negotiation of terms and
compensation.
 Offer Finalization: Ensuring mutual agreement and acceptance.
o Placement Follow-up: Assisting with the candidate's transition into the
new role.
 Post-Placement Check-ins: Ensuring satisfaction and resolving any
issues.
Headhunter Process:
 Candidate Acquisition and Screening:
o Sourcing: Using job boards, social media, and networking events to find
candidates.
 Active and Passive Candidate Engagement: Reaching out to
potential candidates directly and through referrals.
o Manual Screening CV: Analyzing candidate resumes for suitability and
conducting brief interviews to gauge candidate interest and fit.
 Candidate Assessment and Shortlisting:
o Interviews: Detailed evaluation of candidate skills and fit.
o Shortlisting:
 Candidate Evaluation: Comparing candidates against job
requirements.
 Client Presentation: Preparing candidate profiles and summaries
for clients.
Marketing Process
 Defining Target Audience & Candidate Personal
 Building Brand Awareness & Employer Branding
 Active Candidate Sourcing & Engagement
 Selection & Onboarding Support
 3. Support Processes:
 Human Resources & Administration: Staff recruitment, training, internal
management, administrative & facility support.
 Finance & Accounting: Financial operations, budgeting, billing,
accounting, payroll, compliance.
 IT & Systems Management: IT infrastructure & software, data security,
technology operations.
 Legal & Contractual Services: Contractual aspects with clients &
candidates, employment & business law compliance.

3. Criteria measure performance of process

a. Time
Cycle Processing no of
time /min time/min Measurement measurement/day
Post JD to job social network 2 1 per post 30
Check database 1 0.5 Per person
Receive CV 1 0.5 per CV 15
Store applicant information 3 1 per CV 15
Check CV 5 5 per CV 15
Discuss with the applicant 45 30 per applicant 9
Notify applicant 3 1 per CV 6
Send CV to Sale Excutive 3 1 per applicant 9

cycle time per

month processing time per month Percent
1800 900
450 225
1350 450
2250 2250
12150 8100 60%
540 180 40%
810 270
Cycle time = 7.69(h)
Processing time = 6.19 (h)
Efficiency Processing Time = 80.54%
b. Cost
Cost hour/day
$
Headhunter position 100,000.00
$
Projected labor cost 769,000.00
$
Actual labor cost 619,375.00
$
Wasting fee 149,625.00
 c. Quality

Percentage of approved CV checking and re-

jected one

40%

60%

Aprroved Rejected

d. Flexibility

4. IHF
No Name process Important Health Feasibilit
y
1 Planning & Development 65% 45% 30%
2 Performance Management 80% 70% 50%
3 Risk & Compliance 30% 75% 25%
4 Quality & Process Improvement 85% 40% 60%
5 Sale Excutive Process 70% 80% 30%
6 Headhunter Process 90% 35% 80%
7 Marketing Process 80% 80% 70%
8 Human Resources & Administration 55% 65% 45%
9 Finance & Accounting 70% 65% 40%
10 Marketing 85% 50% 65%
11 IT & Systems Management 75% 60% 35%
12 Legal & Contractual Services 60% 65% 45%
Sources: Team estimate
 PROCESS PORTFOLIO
High

6 FEASIBILITY
12
2 8
4 13 Low
11 5
1
IMPORTANT

14
10
Medium

3
High

Low

Poor Goo
HEALTH d

Headhunter Process

 Strategic important:
The objective of this report is to explore the strategic importance of the
headhunter process within the context of SHR headhunter company. To
effectively assess the strategic significance, it is crucial for organizations to
have a clear understanding of their strategic direction and to integrate the
headhunter process accordingly.
o Alignment with Strategic Direction:
The headhunter process plays a critical role in aligning with SHR's strategic
goals and vision. By effectively leveraging this process, SHR can strategically
attract and recruit talent that aligns with the organization's long-term strategic
direction. This alignment ensures that the recruited individuals possess the
necessary skills, expertise, and cultural fit to contribute to the fulfillment of the
company's strategic objectives.

o Adaptability and Responsiveness:

In today's dynamic business environment, organizations are increasingly
leveraging strategies that prioritize adaptability and responsiveness to market
demands. The headhunter process is strategically important in enabling SHR to
swiftly identify and recruit individuals who can aid the organization in meeting
customer demands and market trends. This proactive approach enhances SHR's
ability to swiftly adjust its talent pool to meet changing business requirements,
facilitating agility and responsiveness.

o Supporting Competitive Advantage:

The headhunter process also plays a vital role in contributing to SHR's
competitive advantage. By strategically identifying and engaging exceptional
 talent, SHR can enhance its capabilities and market positioning. This strategic
focus on talent acquisition can set SHR apart from competitors, ultimately
contributing to its ability to innovate, excel, and outperform rivals in the
headhunting industry.
In conclusion, the strategic importance of the headhunter process in SHR
headhunter company is evident in its ability to align with the organization's
strategic direction, facilitate agility in response to market demands, and
contribute to the sustainable competitive advantage of the company. Moving
forward, it is essential for SHR to continue integrating the headhunter process
into its strategic planning and organizational development initiatives to reap its
full strategic benefits.
 Health
In the case of SHR headhunter company, it is essential to consider how the
health of the headhunter process can be assessed. Without a process-centered
approach, there may be limited quantitative data available to directly evaluate
the performance of the headhunter process. Therefore, SHR may need to rely
on qualitative indicators such as feedback from management, recruiters, and
clients to gauge the effectiveness of the headhunter process. Additionally,
customer feedback obtained through surveys or complaints could provide
insight into the process's performance from an external perspective. To prove
that, we have 2 factors effect directly to process:
- Efficiency Processing Time = 80.54%
- Wasting fee: 149,625,000 VND

 Feasibility
o Internal:
In the context of SHR headhunter company, the feasibility of the headhunter
process must be evaluated in light of potential resistance or fatigue among
managers and recruiters due to continuous changes on market priorities and
product profitability. Furthermore, it is crucial to recognize the significance of
cooperation and goodwill from all stakeholders directly involved in the
headhunter process. Addressing potential political sensitivities within the
organization is also essential to ensure the successful adoption and
sustainability of the headhunter process.
o Company Culture:
SHR headhunter company change management strategies be considered to
address potential resistance or fatigue among stakeholders. Additionally,
creating a collaborative and transparent approach to the headhunter process,
emphasizing the value of talent acquisition and fostering a positive
organizational culture, can contribute to the feasibility and success of the
initiative.
5. Build model using BPMN
6. Analyze current status/performance of the process
a. Value added analysis
i. Value-Added (VA) Activities:
 Post JD to job social network: This directly transforms the job opening into a
visible opportunity for potential candidates, adding value to the process.
ii. Business Value-Added (BVA) Activities:
 Receive CV: While not directly transforming the product or service, it's
essential for business operations and enables further value-adding activities.
 Store applicant information: Necessary for record-keeping, compliance, and
potential future reference, supporting business needs.
 Check CV: Ensures only qualified candidates move forward, aligning with
business objectives.
 Discuss with the applicant: Gathers more information to make informed
decisions, supporting business goals.
 Notify applicant: Provides feedback and maintains a positive candidate
experience, which is important for the business's reputation.
 Send CV to Sales Executive: Facilitates internal coordination and decision-
making, supporting business processes.
iii. Non-Value-Added (NVA) Activities ( none of them)
b. Waste analysis
MOVE  Motion:
Analysis: Unnecessary movements in storing applicants information on computer
by hand , especially is repetitive data entry because manually entering
information ( store data applicant) from CVs into a database or tracking system is
a repetitive task that can be prone to 20% errors and is time-consuming

OVERDO  Over-Production:
Analysis: Producing too many reports or conducting excessive interviews for
unnecessary positions or gained high salary positions as senior excutive can result
in a waste of resources in another position .

Problem

STT Problem
1 Storing applicants Information by human wast too much time and
costs also have the risk of losing document while store the
application data by hand

4 The unbalance in positions recruitment, employees tend to be

attracted by the positions who can help them to have a higher bonus
but not all of them can ensure their applicant is suitable for the jobs
7. Detect opportunities for improvement, analyze cause and purpose solutions
a. Improvement 1 :
- Use automatic system for check CV process instead of manual screening CV
- Propose : Reduce time, also the subjectivity that can come from human
Why why diagram

Each unique individualized Evaluation as 15 CV received

Cost consuming by time
by one headhunter per day , each of cv need 3 minutes to
uneffiecncy,why?
store information -> loss 500.000 VND perday

Storing applicants information on computer by hand

result in time-consuming and cost consuming

Time increased by the 5 hour per day as wasting time for a certain
Volume of Applications volume of applications

Issue 1 : human check CV result in time- sonsuming and increase costs, why?.
 Labor Intensity , why? : Manually reviewing each CV requires a
significant amount of time and effort from human resources or hiring
personnel. The labor-intensive nature of manual checking can result in
a slow and resource-consuming process
 Individualized Evaluation : Each CV represents a unique
individual with diverse qualifications, experiences, and
skills. Manual reviewing requires a detailed and
individualized evaluation of each candidate's background,
making the process time-consuming
 Complex Decision-Making: Certain positions may require
complex decision-making processes, especially when
assessing specialized skills or experiences. Human
evaluators may need to consult with subject matter experts,
slowing down the overall decision-making timeline.
 Volume of Applications: In situations where there is a large influx of job
applications, particularly for popular job openings or during periods of high
unemployment, the sheer volume of CVs to be reviewed can overwhelm the
manual review process.
  Time-Consuming Individual Assessment: Each job
application requires individual assessment, including the
detailed review of the candidate's qualifications,
experiences, and suitability for the position. The sheer
volume of applications can make it impractical to dedicate
sufficient time to thoroughly evaluate each candidate
manually.
 Risk of Oversight: In situations with a high volume of
applications, there is an increased risk of overlooking
qualified candidates or important details in resumes. Human
reviewers may inadvertently miss key qualifications or fail
to identify top candidates due to the sheer volume of
information to process.
b. Improvement 2:
- Case assginment : Devide Headhunter department to Headhunter for the senior
excutive : CEO , CFO,.. and Headhunter for intern , fresher ,.. position
Propose: Increase time efficiency , expertise and focus
Why Why diagram
Personal preferences
related to bonus The headhunter salary
structures, why? with the bonus of high
position is 20%, low
level is 10% lead
66.66% employees
Because of The lack of interested in headhunt a
unbalance in producing expertise and high slary position
interviews on high focus,why?
slalary positions waste
of resources,why?
headhunters may be No clear division of
tasked with recruiting
for a wide range of responsibilities based
positions,why? on specialization

 Issue1: Centralization in headhunter department result in inefficiency

recruitment time why?
 because of the lack of expertise and focus
 headhunters may be motivated by personal preferences
related to bonus structures, why?
 The headhunter salary includes the bonus from
accomplish recruitment applicant based on the salary of
applicant. Then a part of them prefer to find the
applicant for the senior executive to gain the bonus

 headhunters may be tasked with recruiting for a wide range

of positions.why?
 Because there is no clear division of responsibilities
based on specialization.
8. Drivers and Resistance, recommend to make improvement successful
a. Use automatic system for check CV process

Recommend solution:
o Train staff to minimize their fear of technology. The +1 cost of training
increases "Cost" to -4 but the -3 benefits reduce "Staff fearful of new
technology" to -1.
o Show staff that change is necessary for business survival. This new, +2
force supports the change.
o Show staff that new system would introduce variety and interest to their
jobs. This new, +2 force also supports the change
o Raise wages to reflect new productivity. The +1 cost of raising wages takes
"Cost" to -5, but the -4 benefits reduce "Loss of overtime" to -2
 These changes would swing the balance from 9:10 (against the plan), to
13:8 (in favor of the plan)
 b. Divide Headhunter department into 2 parts depends on position

Recommend solution:
o Train Staff to Minimize Fear of Technology: Allocate resources to provide
comprehensive training to minimize staff's fear of new technology. By
addressing resistance through education and support, a boost of 2 can be
attributed to the change driver. This will effectively address the resistance and
support the shift towards the desired outcome.
o Demonstrate the Necessity of Change: Leadership should effectively
communicate and demonstrate the urgency and necessity of change for the
betterment of the department and the company as a whole. This positive
reinforcement and directive from leadership can contribute a significant boost
of 4 to support the change.
o Implement Advanced Screening Tools: Introduce and implement advanced
screening tools to streamline and enhance the recruitment process. This
technological upgrade will not only drive change but also address any
resistance by showcasing the benefits and improvements the new system
brings, resulting in a +2 boost to support the change.
o Effective Communication Strategy: Develop and implement an effective
communication strategy that addresses the resistance to change. Open and
transparent communication can strengthen the change driver by 3, further
facilitating the desired shift in perception and acceptance.
By applying these strategic initiatives, the balance can be altered from 9:9 to 13:5, effectively
driving change and mitigating resistance within the department, ultimately optimizing the
headhunter resource allocation and enhancing the overall recruitment process.
9. Estimated cost and result of improvement

a. Cost

Use automatic system for check CV process

Cost of purchasing or renting software
3.000.000
licenses
System deployment and integration costs 1.000.000 6.000.000

Employee training costs 2.000.000

 Divide Headhunter department into 2 parts depends on position

Increase the salary cost of a senior recruiter Increase

approximately
Decrease the salary cost of a fresher
1.500.000 3.500.000
recruiter
Re-training employee costs 2.000.000

b. Result
- Use automatic system for check and storing applicants information
Time : Reduce 88% of cycle time per cv

Cost : Reduce 130.000 cost per headhundter department per day

Quality :
o Decrease pressure for head hunter department
o Increase the fairness of process

- Divide Headhunter department into 2 parts depends on position

o Increase 90% the accepted candidate after interview, increase quality of
applicant
- Parallel the activities in Check CV
o Increase time efficiency,
o Resource optimazation in check CV-> Increase 90% the accepted candidate
after interview
- Eliminate the explain to partners , make a compulsory request for ask partner
Information
o Reduced miscommucation
o Increase time saving