VIETNAM NATIONAL UNIVERSITY

SCHOOL OF BUSINESS ADMINSTRATION

HUMAN RESOURSES MANAGEMENT

CHAPTER III – JOB ANALYSIS AND DESCRIPTION

Group 5’s members:

Hoang Duc Anh : 21050127
Nguyen Phuong Anh : 21050137
Le Huy Hoang : 21050
Ha Sy Hieu : 21050202
Nguyen Thi Thuy Linh : 21050249
Nguyen Phuong Ngan : 21050281
Nguyen Thi Anh Nhat : 21050
Bui Quang Phong : 21050
Module code : BSA2006 – E*2
Lecturer : Mac.RSR. Dinh Phuong
Hoa
Ph.D Do Xuan Truong
 Hanoi, October 2023

TABLE OF CONTENT

PART I – DEFINITION & USE OF JOB ANALYSIC – DESCRIPTION.......................1

1. Definition.........................................................................................................................1
2.The basics of job analysic................................................................................................1
3.Use of job analysis information......................................................................................2
PART II – PROCEDURES FOR JOB ANALYSIS & DESCRIPTION............................3
1.Step 1 – Determine the purpose of job analysis............................................................3
2.Step 2 – Review relevant background information......................................................3
3.Step 3 – Select representative positions.........................................................................3
4.Step 4 – Collect information about the job....................................................................3
4.1.Based on the purpose of job analysis, businesses determine what information needs
to be collected about the job........................................................................................................3
4.2.Methods of collecting information.............................................................................4
5.Step 5 – Verify the job analysis information.................................................................8
6.Step 6 – Develop a job description & job specification................................................9
6.1.Job Identification........................................................................................................9
6.2.Job Summary..............................................................................................................9
6.3.Responsibilities & Duties.........................................................................................10
6.4.Authority of incumbent.............................................................................................11
6.5.Standards of performance & Working conditions....................................................11
6.6.Job Specification.....................................................................................................13
PART III – PRACTICAL EXAMPLE...............................................................................14
1.Steps 1 to 3 can be combined as follows.......................................................................14
1.1.Purpose.....................................................................................................................14
1.2.Overview of Vinbus..................................................................................................14
2.Step 4 & 5.......................................................................................................................14
2.1.Collect information about bus driver jobs...............................................................14
2.2.Verify job analysis information................................................................................14
3.Step 6: Develop a Job Description and Job Standards..............................................15
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PART I – DEFINITION & USE OF JOB ANALYSIC – DESCRIPTION

1. Definition
- Job Analysis – is the procedure through which you determine the duties and skill requirements
of a job and the kind of person who should be hired for it.
- Job Description - A list of a job's duties, responsibilities, reporting relationships, working
conditions, and supervisory responsibilities one product of a job analysis.
2. The basics of job analysic

The supervisor or human resources specialist normally collects one or more of the
following types of information via the job analysis:

- Work activities: First, he or she collects information about the job's actual work activities, such
as cleaning, selling, teaching, or painting. This list may also include how, why, and when the
worker performs each activity.
- Human behaviors: Information about human behaviors the job requires, like sensing,
communicating, lifting weights, or walking long distances.
- Machines, tools, equipment, and work aids: Information regarding tools used, materials
processed, knowledge dealt with or applied (such as finance or law), and services rendered
(such as counseling or repairing).
- Performance standards: Information about the job's performance standards (in terms of
quantity or quality levels for each job duty, for instance).
- Job context: Information about such matters as physical working conditions, work schedules,
incentives, and, for instance, the number of people with whom the employee would normally
interact.
- Human requirements: Information such as knowledge or skills (education, training, work
experience) and required personal attributes (aptitudes, personality, interests).
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3. Use of job analysis information

- Recruitment and selection: Information about what duties the job entails and what human
characteristics are required to perform these activities helps managers decide what sort of
people to recruit and hire.
- EEO compliance: Job analysis is crucial for validating all major human resources practices. For
example, to comply with the Americans with Disabilities Act, employers should know each
job's essential job functions which in turn requires a job analysis.
- Performance appraisal: A performance appraisal compares each employee's actual
performance with his or her duties and performance standards. Managers use job analysis to
learn what these duties and standards are.
- Compensation (such as salary and bonus): usually depends on the job's required skill and
education level, safety hazards, degree of responsibility, and so on all factors you assess
through job analysis.
- Training: The job description lists the job's specific duties and requisite skills and therefore the
training that the job requires. Job analysis is important in helping employers execute their
overall strategic plans. The accompanying Strategic Context feature illustrates this.
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PART II – PROCEDURES FOR JOB ANALYSIS & DESCRIPTION

1. Step 1 – Determine the purpose of job analysis
- Before conducting job analysis, businesses need to determine for what purpose job analysis
information will be used. For each different purpose of use, the content and approach to
collecting information for job analysis are different

EX: If the purpose of job analysis is to provide information for the recruitment process,
businesses must collect qualitative information about the main tasks of the job, knowledge, and
skills requirements. abilities of the person performing the job and working conditions

- Businesses need to notify the purpose of job analysis relevant people to avoid
misunderstandings,...
2. Step 2 – Review relevant background information
- Before starting to conduct a job analysis, the person conducting the job analysis needs to find
out information related to the job to answer the main purpose of the job that needs to be
analyzed such as the job's duties. What is the job, the rights and responsibilities of the person
performing the job, what is the relationship of that job with other jobs, etc.?
- To have all that information, the job analyst needs to review information from the enterprise's
organizational system and work processes at the enterprise to determine the necessary and
appropriate information for the job.
3. Step 3 – Select representative positions
- For jobs performed by many different people, businesses will not have enough time to collect
information from all employees or if they do, they should not do so because they will provide
the same information about the same type of work. Therefore, choosing a representative object
to analyze and collect information will be an optimal way to save time and costs.
- The goal of job analysis is to determine the minimum requirements for knowledge, skills, and
attitudes to complete the job, so businesses need to select typical people who perform the job at
the requirements, and avoid choosing people who complete excellently because they may not
evaluate the correct work standards.
4. Step 4 – Collect information about the job
4.1. Based on the purpose of job analysis, businesses determine what
information needs to be collected about the job
- A business conducting job analysis to hire the right person for the job needs information about
the specific tasks of the job, knowledge, skills, and abilities required to perform the job.
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- If the purpose of job analysis is to determine appropriate compensation, the business needs to
know information such as the importance and quantity of specific job tasks, working conditions
and environment, and the level of occupational safety for the job.
- When it comes to information about job skills, for hiring, it's enough to identify which skills
are necessary. For training, it's necessary to know the minimum level of each skill. But for
determining compensation, it's important to understand the complexity and extent of the use of
each skill.
 It's important to determine whether the information to be collected is qualitative or
quantitative. Identifying whether the information is qualitative or quantitative helps design
an appropriate data collection method.
4.2. Methods of collecting information
 The Interview:

- Is a structured conversation between a job analyst and an employee

- The purpose of this interview is to gather detailed information about the tasks,
responsibilities, skills, qualifications, and other relevant aspects of the job.

Pros
- A simple and quick way to collect
information
- Allows for in-depth exploration of job
roles, tasks, and responsibilities.
 Allows for open-ended questions and
follow-up queries, enabling the
collection of comprehensive and
detailed information.
- Interviewers have the flexibility to adjust
their questions based on the responses
received.
 Allows for a more tailored approach,
ensuring that all relevant aspects of the
job are covered.
Cons
- Depending on the interviewer's style and
approach, there is a risk of introducing bias
into the data.
 This could lead to an inaccurate
representation of the job's requirements.
- Time-consuming: It requires scheduling,
conducting the interview, and transcribing
or documenting the information.

 Questionnaires:
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- Designed to gather specific information about a job role, including tasks,

responsibilities, required skills, and other relevant details.
- Are typically administered to employees, supervisors, or subject matter experts who
know the job in question.

Pros Cons
- Can be distributed to multiple employees - May not capture the full depth and context
simultaneously, making it an efficient of a job role, especially if follow-up
way to collect data from a large number questions are not possible.
of participants. - Do not allow for immediate clarification of
- Ensure that all participants receive the responses, potentially leading to
same set of questions, reducing potential misunderstandings.
bias or variability in responses.
- Respondents can complete the
questionnaire at their convenience
 Flexibility in scheduling and reducing
disruptions to work tasks.
- Allows for systematic data collection,
making it easier to analyze and compare
responses.

 Observation:

- Refers to the act of directly observing and documenting how employees perform their
job tasks to gather firsthand information about what the job entails and responsibilities
in their actual work environment.
- Observation is particularly valuable for roles where hands-on tasks, interactions, and the
physical work environment play a significant role.

Pros
- Provides a direct view of job tasks and
behaviors
 Allowing for a clear understanding of
how work is performed.
- Captures information in real-time,
providing accurate and current data
about job activities.
Cons
- Can sometimes be perceived as intrusive to
employees’s work.
 Lead to altered behavior, potentially
skewing the data.
- Some tasks or aspects of a job may not be
easily observable and can be time-
consuming, especially those that involve
mental processes or tasks done in private.

 Participant Diary/Logs:
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- The person performing the work fills in the work diary with the activities performed
during the day or certain work processes. => The human resources department will
analyze the diary to determine the responsibilities and effectiveness of this position.

EX: Some firms give employees pocket-dictating machines and pagers. Then at random
times during the day, they page the workers, who dictate what they are doing at that time.

 This approach can avoid relying on workers to remember what they did hours earlier
when they complete their logs at the end of the day.

Pros
- Suitable for describing and developing
job performance standards.
- Useful when analyzing tasks that are
difficult to observe, such as mentally
intensive tasks.
- Providing a large amount of information
Cons
- Dishonesty: The person writing the work
diary may be afraid to honestly write down
errors due to personal subjectivity during
the work process.
- Takes a lot of time: The specialized
department has to filter the data to find
suitable information.

 Quantitative Job Analysis Technique:

- Position Analysis Questionnaire (PAQ):

- Is a job analysis tool used to describe and define the requirements and duties of a
specific job position, was developed by McCormick and Jarvis in the 1960s, and it has
been widely used in the fields of human resource management and work research.
- Including 194 factors that users must rate to measure the relevance and importance of
each job factor such as instructions, direction, decisions, knowledge, and skill
requirements (e.g., technical knowledge, analytical abilities), requirements related to
personal relationships and interactions (e.g. communication, teamwork), as well as
physical levels (e.g. motivation, work pressure).

Pros Cons
- Identify specific job requirements: - Not suitable for creative or non-quantifiable
Describe important job elements and work
create a detailed job profile. - Only provides job information and is not
 Assisting in identifying manpower related to employees.
needs, recruiting, training, and
developing staff.
- Performance reviews and job position
comparisons, thereby improving the
evaluation process and job analysis.
- Design new job positions or restructure
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jobs to optimize work efficiency and

division of work..

- Department of Labor Procedure (DOL):

- Is one of the methods used to determine the requirements and tasks of a specific job
position to quantify job requirements based on information from the US Department of
Labor (Department of Labor)
- Each job description in DOT includes more than 150 DOL standards provides detailed
information about duties, knowledge requirements, skills, abilities, and working
conditions for each job position, and is developed based on observation and research of
actual jobs in a variety of industries.
- When using the DOL Procedure, managers and human resources staff will compare the
job description in the DOT with the job description of the specific job position in the
organization.

 From there, managers and human resources staff can evaluate the level of compatibility
and equivalence between the job position in the organization and the job description in
the DOT.

Pros
- Accuracy and legality due to being
developed and maintained by a
government agency
- Provides a common standard for
comparing job requirements
- Can be used in ranking, benchmarking,
or comparing different job positions
within an organization.
Cons
Does not completely reflect the unique
work factors in each organization.
 Therefore, it may need to be adjusted or
supplemented by other information and job
descriptions to ensure accuracy and
effective application in human resource
management.

 Internet – Based Job Analysis:

In the Internet-Based Job Analysis process, administrators and human resources staff
do not need to meet employees directly or observe work. Instead, they use online
technologies such as email, document management systems, online dashboards, or
specialized applications to collect and analyze information.

This method has the following main steps:

- Step 1: Determine the goals and scope of job analysis this includes determining the
factors that need to be analyzed such as tasks, knowledge, skills, abilities, and work
environment requirements.
- Step 2: Prepare documents and online tools: such as questionnaires, surveys, or job
evaluation systems are prepared based on previously determined factors and goals.
- Step 3: Send and collect data online to employees or reData analyzed people. Employees
 8

are asked to complete questionnaires, fill out surveys, or perform specific tasks on
online systems.
- Step 4: Data analysis: includes determining the level of importance and separating job
factors, evaluating the equivalence between different job positions.
- Step 5: Based on analysis results, make conclusions and recommendations about job
factors, job requirements, and corresponding human resource management, including
adjusting job requirements, recruitment, training, and human resource development.

Pros
- Saves time and effort compared to
traditional job analysis methods, which
do not require face-to-face meetings and
job observations.
- Flexibility and convenience: Online
documents and tools can be accessed
and tracking completed from any
location with an internet connection.
- Diverse information sources: This
method allows access to a richer source
of information, including similar jobs
online or online documents.
- Cost-effective: No need to pay travel
expenses or hire offsite experts.
Cons
- Due to the lack of direct control and
observation of the work, there may be a risk
to the accuracy and reliability of the data
collected.
- Analysis participants can be influenced by
external factors such as limited information,
dishonesty, or subjective assessment.
- An online method does not allow for face-
to-face interaction between current
employees and managers or job analysts,
leading to difficulty in understanding and
evaluating performance factors, and
creating space around work.
- For managers and HR staff unfamiliar with
technology, using an online approach can
require some learning and comfort with
online tools and applications gland.

5. Step 5 – Verify the job analysis information

After job analysis, businesses need to validate the collected information with different
job incumbents and job supervisors for:

- Confirming the accuracy and completeness of job information.

- Supplementing any missing information and correcting any discrepancies.
- Obtaining agreement from job incumbents on the job information and job analysis
conclusions.
- When validating the job information collected, you need to ask job supervisors to determine:
- Whether the information accurately reflects the job that employees are performing.
- Whether employees are performing the job according to the requirements of their
supervisors
6. Step 6 – Develop a job description & job specification
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6.1. Job Identification

Job identification in writing a job description is the process of clearly and concisely defining
the role and its responsibilities. Specifically:

- Job title: The job title should be clear and accurate, and it should accurately reflect the job's
responsibilities. It should also be consistent with other job titles in the company.
- Department: The department should be identified so that candidates know where the position is
located within the company.
- Supervisor: The supervisor's name should be identified so that candidates know who they will
be reporting to.
- Date: The date should be included so that candidates know when the job description was
created.
- Job Summary: The job summary is a brief overview of the job's purpose and major
responsibilities. It should be written clearly and concisely, and it should be easy for candidates
to understand.
- Essential duties and responsibilities: The essential duties and responsibilities are the most
important tasks that the employee in the role will be required to perform. They should be listed
in detail and should be specific and measurable.
 When writing a job description, it is important to be as clear and concise as possible. The job
description should be easy for candidates to understand, and it should give them a good
understanding of the role and its responsibilities.
6.2. Job Summary

The job summary in a job description is a brief overview of the job's purpose and major
responsibilities. It should be written clearly and concisely, and it should be easy for candidates to
understand and should be tailored to the company's culture and values, and it should reflect the
specific needs of the department or team.

The job summary should highlight the most important aspects of the job, such as

- The job's purpose: What is the goal of the job? What does the employee need to accomplish to
be successful?
- The job's major responsibilities: What are the most important tasks that the employee will be
responsible for?
- The job's impact: How does the job contribute to the company's overall goals and objectives?
6.3. Responsibilities & Duties
 Overview:
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When writing the responsibilities and duties section of a job description, it is crucial to
provide a clear and detailed outline of what the role entails.

This section helps candidates understand what will be expected of them should they be hired
for the position. Specifically, list each of the job’s major duties separately, and describe it in a few
sentences. "It will be focused on a specific goal that employees need to achieve."In the figure, for
instance, the job’s duties include “achieving quantitative sales goals” and “determining sales
priorities"...

This section may also define the limits of the jobholder’s authority. Usually, the manager’s
basic question here is, “How do I determine what the job’s duties are and should be?”:

- The answer first is, from the job analysis; this should reveal what the employees on each job
are doing now.
- Second, you can review various sources of standardized job description information.
EX: The employer can use standard descriptions like these to identify a job’s duties and
responsibilities, such as “Determine the demand for products”
 Some guidelines and examples to help write effectively the responsibilities and duties:
- Use Action Verbs: Start each bullet point with a strong action verb to convey the candidate's
expected actions and contributions. => This helps make the description more engaging and
highlights the proactive nature of the role.
- Be Specific: Provide detailed information about each duty to avoid ambiguity. Use quantifiable
metrics whenever possible to demonstrate the scope and impact of the role. => This helps
candidates understand the level of responsibility and the value they can bring to the
organization. EX: "Maintain accurate financial records and prepare monthly reports, ensuring
compliance with accounting standards."
- Prioritize: List the most important responsibilities first to emphasize their significance in the
role. => This helps candidates understand the key areas they will be expected to focus on.
- Group Similar Tasks: Group similar or related tasks under one bullet point to make the list
more organized and readable. => This helps candidates understand the different aspects of the
role without overwhelming them with a long list.
EX: "Create and execute marketing campaigns, including email marketing, social media
advertising, and content creation."
- Focus on Results: Describe what outcomes or results are expected from performing each duty.
=> This helps candidates understand the impact their work will have on the organization and
motivates them to achieve the desired results.
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EX: "Optimize website performance by implementing SEO strategies, resulting in a 30%

increase in organic traffic."
- Tailor to the Position: Customize the responsibilities and duties based on the specific
requirements of the job, and highlight the skills and qualifications that are most relevant to the
role to attract suitable candidates.
6.4. Authority of incumbent

The authority of an incumbent in a job description refers to the level of decision-making

power, responsibility, and control that an individual holds within their role.

This authority can vary depending on the position and organization. Specifically:

- Decision-Making: The incumbent's authority may encompass making important decisions

within their defined scope of work. This can include strategic decisions, resource allocation,
budgeting, and operational choices.
- Supervisory Responsibilities: If the position involves managing a team, the job description
should specify the incumbent's authority over hiring, training, evaluating performance,
promoting, and disciplining subordinates.
- Policy Implementation: The incumbent may have the authority to implement and enforce
policies and procedures within their area of responsibility.
- Project Management: If the role involves leading projects, the incumbent may have the
authority to plan, organize, allocate resources, and make project-related decisions.
- Resource Allocation: The incumbent may have the authority to allocate resources such as
budget, personnel, equipment, and materials to accomplish their assigned tasks and goals.
 It's important to note that the extent of authority granted to an incumbent can vary depending
on various factors, including the organizational structure, industry, and seniority of the position.
Additionally, the job description should clearly outline the reporting lines and any specific
limitations or constraints on the incumbent's authority.
6.5. Standards of performance & Working conditions

A standard of performance section lists the standards the company expects the employee to
achieve for each of the job descriptions' main duties and responsibilities. The job description may
also list the working conditions involved in the job, including noise level, hazardous conditions, or
heat.

 Using the Internet for writing a Job description - O*NET:

- It is an increasingly popular Web tool
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- Allows users (not just managers, but workers and job seekers) to see the most important
characteristics of various occupations, as well as the experience, education, and knowledge
required to do each job well.
- Lists skills, including basic skills such as reading and writing, process skills such as critical
thinking, and transferable skills such as persuasion and negotiation. Besides, it includes
information on worker requirements (required knowledge, for instance), occupation
requirements (such as compiling, coding, and categorizing data, for instance), and experience
requirements (including education and job training).
 How to use O*NET?
- Step 1. Review Your Plan:

+ Ideally, the jobs you need should flow from your departmental or company plans. Therefore,
you may want to review your plan.

+ What do you expect your sales to be next year, and in the next few years?

+ What areas or departments do you think will have to be expanded or reduced? What kinds of
new positions do you think you'll need?

- Step 2. Develop an Organization Chart:

+ Write an organization chart

+ Produce a chart showing how you'd like your chart to look in the future

- Step 3. Use a Job Analysis Questionnaire to gather information about the job’s duties.
- Step 4. Obtain Job Duties from O*NET:

The list of job duties you uncovered in the previous step may or may not be complete. We'll
therefore use O*NET to compile a more complete list.

- Step 5. List the Job’s Human Requirements from O*NET

- Step 6. Finalize the Job Description:

Finally, write an appropriate job summary for the job. Then create a complete listing of the
tasks, duties, and human requirements of each of the jobs you will need to fill.

6.6. Job Specification

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Job specification is a system of indicators/criteria that reflect the requirements for quantity and
quality of completing the tasks specified in the job description. It can be part of the job description
or a separate document.

 Specifications for trained & untrained personnel:

- Writing a job description for a trained employee is relatively simple: it can focus primarily on
characteristics such as length of employment, appropriate quality of training, and past job
performance.
- The problem is more complicated when hiring untrained people (to train them on the job)
because qualities such as physical characteristics, personality, interests, or skills must be
specified to perform the job.
 Judgment-based specifications (most used by emloyers):

Most job characteristics come from educated guesses by people like supervisors and human
resources managers. Human resource managers need to review job requirements/tasks, from which
they can infer the employee's personality, characteristics, and skills. Or you can also use online
websites as mentioned in the previous section.

 Job description based on statistical analysis:

- This is a safer but also more difficult approach whose purpose is to determine the statistical
relationship between some predictors of human characteristics and some indicators or criteria
of job performance.
- This process has five steps:
+ Step 1: Analyze and decide how to measure work performance
+ Step 2: Select personality traits that are believed to predict successful performance
+ Step 3: Test candidates for the above characteristics
+ Step 4: Measure their job performance
+ Step 5: Statistically analyze the relationship between human characteristics and work
performance
 Job requirements matrix:

Provides a more comprehensive picture of what workers do, how and why they do it than a
typical job description... Such a list of required knowledge, skills, abilities, and other characteristics
can provide useful information for making staffing decisions, training and performance appraisals,
and planning. the job profile we are aiming for.
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PART III – PRACTICAL EXAMPLE

1. Steps 1 to 3 can be combined as follows
1.1. Purpose

The purpose of this job analysis is to ensure that VinBus recruits bus drivers who meet specific
standards and have the necessary skills to perform their duties effectively. => This is important for
passenger safety and VinBus's reputation.

1.2. Overview of Vinbus

VinBus is a public passenger transport brand belonging to Vingroup. VinBus operates under a
non-profit model, with the primary goal of contributing to building a civilized, modern green public
transportation system, minimizing air pollution and urban noise in Vietnam.

Vision - mission: With the hope of increasing awareness and encouraging people to use public
transportation, VinBus always strives to enhance the passenger experience through comfort, class,
friendliness, and safety. For a future of sustainable development in Vietnam, VinBus is always
ready to "Serve from the heart".

2. Step 4 & 5
2.1. Collect information about bus driver jobs
- Interviews: Conduct interviews with current bus drivers to understand their daily duties and
responsibilities. Ask about the challenges they face and the skills they find most valuable.
- Observation: Compare observations made during field research on bus driver activities with
information obtained from interviews. Verify that actual job performance is consistent with
reported duties and responsibilities.
- Document review: Review existing documents such as training manuals, safety instructions,
and previous job descriptions for bus driver positions at Vinbus.
2.2. Verify job analysis information
 Cross-validation: Compare information gathered from interviews, observations, and
documents to ensure consistency.
 Supervisor input: Engage in a thorough discussion with the bus driver supervisor. Get
feedback on job performance expectations and any additional insights they can provide. This
may include safety, punctuality, and customer service standards.
 Stakeholder input: In addition to cross-validation, it is important to involve key
stakeholders within Vinbus in the verification process. This includes:
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- Safety officer: Coordinate with the safety officer to ensure job analysis is in accordance with
VinBus safety standards. Verify that requirements for safety training and compliance with
safety procedures are accurately reflected in job descriptions and specifications.
- Human Resources Specialist: Consult with Human Resources experts to ensure that job
analysis is consistent with Vinbus' overall HR policies and standards. Ensure that the
recruitment process complies with labor laws and relevant regulations.
- Operations managers: Seek input from operations managers who work closely with bus
drivers.
 VinBus can be confident that the job analysis information is accurate and comprehensive. This
not only ensures that job descriptions and specifications match the actual requirements of the
role, but also improves the efficiency of the recruitment process by identifying the most
suitable candidates for the position that mind. It also contributes to maintaining high levels of
safety and service quality in VinBus operations.
3. Step 6: Develop a Job Description and Job Standards

Based on job analysis, develop a detailed job description for bus drivers at VinBus. Specifically:

JOB DESCRIPTION

 Job description:
- Transport passengers according to assigned charts and plans with good driving skills and
service spirit, ensuring safety, and meeting VinBus service standards to bring satisfaction to
customers at the highest level.
- Report problems that arise during operations and comply with executive orders of the
Operations Department.
- Implement increased working schedules as requested by the Operations Department.
- Ready to perform other tasks when assigned.
 Right:
- Attractive welfare regime: Pay insurance according to regulations, team building/annual travel,
attractive incentives when using Vingroup services, health care insurance;
- Shift meal allowance, periodic health check-up, salary and bonus on holidays, Tet...
- Fair, civilized working environment, clear promotion path
 Contact Info:
- Contact hotline/Zalo Phone number 0866138222 - 0866355222
- Email: v.tuyendung@vinbus.vn
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 Request:
- Professional qualifications: Class E driving license.
- Experience: Have at least 2 years of experience driving 45 seats or more. Priority is given to
having experience in the field of public passenger transport and services; having experience
driving in urban areas
- Skills: Communication and customer care; suitable and adaptable to the public passenger
transport service environment
- Quality: Professional, responsible, withstands high work pressure, high sense of discipline
- Other requirements (if any): hard work, good health