CD-Recruiting Online English Teachers in ESO Education Development Limited Company - Evaluation and Recommendations-11152170-Pham Thi Huyen

NATIONAL ECONOMICS UNIVERSITY
FACULTY OF FOREIGN LANGUAGES

ENGLISH FOR BUSINESS DEPARTMENT
PHAM THI HUYEN
RECRUITING ONLINE ENGLISH TEACHERS IN ESO

EDUCATION DEVELOPMENT LIMITED COMPANY:
EVALUATION AND RECOMMENDATIONS
Hanoi, 2019
NATIONAL ECONOMICS UNIVERSITY
FACULTY OF FOREIGN LANGUAGES
ENGLISH FOR BUSINESS DEPARTMENT
PHAM THI HUYEN
RECRUITING ONLINE ENGLISH TEACHERS IN ESO

EDUCATION DEVELOPMENT LIMITED COMPANY:
EVALUATION AND RECOMMENDATIONS
Supervisor: Nguyen Thi Hong Hanh, MA, MSc
Hanoi, 2019
Pham Thi Huyen_11152170_Business English 57B
ACKNOWLEDGEMENT
In the beginning, I would like to express my sincere thanks to a number of individuals

and organizations that give me helpful guidance and assistance to conduct the
research on time.
Firstly and foremost, I would like to express my grateful thanks to my supervisor,

Ms. Nguyen Thi Hong Hanh, MA, MSc who provided me wholehearted support from
the step of choosing the topic to the final step of revising my drafts. During 18-month
internship, she gave me her step-by-step instruction that helps me overcome all the
difficulties, navigate clear roadmap to me and provided strong motivation for me to
finish this study. I sincerely wish her a good health, happiness and success.
Besides, I would like to show my heartfelt thanks to all lecturers in the Faculty of
Business English, National Economics University for encouraging and supporting me
during four-year university life. Thanks to helpful subjects related to Economics,
Management and Business Communications at the university, I have been fully
equipped with academic knowledge and must-have skills to successfully finish my
research as well as enhance my career in the future.
Thirdly, I am greatly indebted to Ms Doan Thu Huong, CEO& Founder of ESO

Education Development Co., Ltd and Ms Nguyen Quynh Anh, the head of HR
Department, together with all the staffs in Academic Coordinator Department. My
research couldn’t be successfully conducted without their assistance and guidance in
terms of recruitment activities and relevant documentation. It’s my pleasure to be a
part of such a friendly and professional organization.
Last but not least, I am deeply thankful to my family and friends, who support me
enthusiastically throughout the process of doing my research.
I share this internship report with you all.
Thank you!
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EXECUTIVE SUMMARY
In the second decade of the 21st century, E-learning has been developing rapidly and
become more prevalent in Vietnam, especially in the field of learning foreign
language. Accordingly, the demand for Online English courses among Vietnamese
people has increased substantially, which becomes the main driving force that
promotes the emergence of several education companies offering online courses.
In that context, ESO Education Development Co., Ltd was established with the long-
term objectives and orientation to provide online English courses to all Vietnamese
students within and outside the country who wish to improve their English
proficiency. During five years of establishment and development, ESO has proved its
position in the market and built a good image among its customers. Although the
company has achieved certain success, it has encountered some obstacles in recruiting
online English teachers, which has negative impact on recruitment performance in
particular and the development of the company in general. Thus, the research named
“Recruiting Online English teachers in ESO Education Development Limited
Company: Evaluation and Recommendations” has been conducted after 18-week
internship at the company.
The purpose of this research is to analyze and evaluate the recruitment process as well
as identify the achievement and shortcomings of that process at ESO Co., Ltd during
a period 2017-2018. Based on these findings, the author would put forward some
practical recommendations to improve the efficiency of recruitment.
This paper is divided into four main chapters excluding the introduction and
conclusion. Chapter 1 gives general introduction about ESO Education Development
Co., Ltd including establishment and development, organizational structure and
information about its products. In Chapter 2, fundamental theories related to
recruitment that was collected from other researches, books and journals would be
presented to lay the foundation for the author’s study. In chapter 3, the data analyzed
and calculated in advance will be presented to point out the real situation of
recruitment in ESO Co., Ltd over the last two years. Subsequently, an evaluation of
achievement and shortcoming of recruitment process of the company will be
identified. The final chapter will mention the development orientation of the company
in the next two years: 2019-2020. Based on that, some recommendations will be made
by the author to improve recruitment efficiency as well as stimulate the development
of the company in the future.
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LIST OF ABBREVIATIONS
Abbreviation Full written
CEO Chief Executive Office
HR Human Resources
ESL English as Second Language
Co., Ltd. Company Limited
ATS Applicant Tracking System
TESOL Teaching English to Speakers of Other Languages
TEFL Teaching English as a Foreign Language
VIP Very important person
JD Job Description
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LISTS OF TABLES AND FIGURES
Figure 1. ESO Co., Ltd‘s Organizational Structure ....................................................6

Figure 2: Recruitment sources ..................................................................................12
Figure 3: Recruitment channels of ESO Co., Ltd from 2017 to 2018 ......................23
Figure 4: Recruitment process of ESO Co., Ltd in hiring Online English teachers .26
Figure 5: The demand and recruitment result of ESO from 2017 to 2018 ...............27
Figure 6: The result of recruitment in ESO in 2017 and 2018 ..................................31
Figure 7: The level of satisfaction of current teachers toward the rate per hour ......33
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TABLE OF CONTENTS
ACKNOWLEDGEMENT ........................................................................................ i
EXECUTIVE SUMMARY ...................................................................................... ii
LIST OF ABBREVIATIONS................................................................................. iii
LISTS OF TABLES AND FIGURES .................................................................... iv
TABLE OF CONTENTS ..........................................................................................v
INTRODUCTION .....................................................................................................1
CHAPTER 1: INTRODUCTION OF ESO EDUCATIONAL DEVELOPMENT
CO., LTD....................................................................................................................5
1.1 Introduction of ESO Co., LTD ..........................................................................5
1.1.1 Establishment and development .......................................................................5
1.1.2 Organizational structure: ..................................................................................6
1.2 Introduction of ESO’s educational product .....................................................8
1.2.1 Major educational products ..............................................................................8
1.2.2 Typical customers ..............................................................................................9
CHAPTER 2: THEORITICAL FRAMEWORK ................................................10
2.1 Definition and the importance of recruitment ...............................................10
2.1.1 Definition .........................................................................................................10
2.1.2 The importance of recruitment .......................................................................11
2.2 Recruitment source ...........................................................................................11
2.2.1 Internal sources ...............................................................................................12
2.2.2 External sources ..............................................................................................13
2.2.3 Advantages and disadvantages of recruitment sources .................................15
2.2.3.1 Advantages and disadvantages of internal sources ......................................15
2.2.3.2 Advantages and disadvantages of external sources ......................................16
2.3. Recruitment process.........................................................................................17
2.4. Factors influencing recruitment .....................................................................20
2.4.1 Internal factors ................................................................................................20
2.4.2 External factors ...............................................................................................21
CHAPTER 3: FINDINGS AND ANALYSIS .......................................................23
3.1 Real situation of recruitment of online English teachers in ESO CO., LTD
from 2017 to 2018 ....................................................................................................23
3.1.1 Recruitment sources ........................................................................................23
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3.1.2 Recruitment process ........................................................................................25

3.2 Evaluation of recruitment performance .........................................................32
3.2.1Achievements ....................................................................................................32
3.2.1.1 Sufficient and explicit selection criteria........................................................32
3.2.1.2 Simple and effective recruitment procedure .................................................32
3.2.1.3 Data-based decisions ....................................................................................32
3.2.2 Shortcomings ...................................................................................................33
3.2.2.1 Uncompetitive rate per hour .........................................................................33
3.2.2.2 Over-reliance on recruitment agencies.........................................................34
3.2.2.3 Slowly response recruitment result ...............................................................34
3.2.2.4 No demand forecast for the position of online teachers ...............................35
3.2.3 Causes ..............................................................................................................35
3.2.3.1 External causes .............................................................................................35
3.2.3.2 Internal causes ..............................................................................................36
CHAPTER 4: RECOMMENDATIONS TO PROMOTE RECRUITMENT
EFFIECENCY FROM 2019-2020 .........................................................................37
4.1 Organizational future orientation from 2019-2020........................................37
4.1.1 General orientation .........................................................................................37
4.1.2 Specific orientation toward human resource and recruitment activities ......38
4.2 Recommendation to recruitment issues ..........................................................38
4.2.1 Increase teaching rate per hour .....................................................................38
4.2.2 Reduce over-reliance on recruitment agencies ..............................................39
4.2.3 Improve the company’s website ......................................................................39
4.2.4 Make sufficient investment in HR staffs ........................................................40
CONCLUSION ........................................................................................................41
REFERENCES
APPENDIX
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INTRODUCTION
1. Background
Recruitment is one of the most essential functions of Human Resource management

besides training and development, performance appraisal, and rewarding. It is a
process of identifying, screening, shortlisting and employing potential human
resource for filling up the vacant position in an organization. If recruitment process
functions smoothly and efficiently, the organization will be a perfect working place
with high productivity, good employee relationship, leading to the overall growth of
the organization. To make it work, every HR manager always has profound
understanding that the ultimate goal of recruitment process is to choose the right
person for the right position and especially at the right time regardless of fields and
positions. For that reason, it is obvious that recruitment process never takes place in
short term but requires a great deal of HR manager’s effort, financial support and a
variety of effective strategies.
However, in the digital age, there are a lot of objective factors outside the organization
as well as internal factors contributing to the inefficiency of hiring process. It is a fact
that many organizations in various industries are currently facing the serious shortage
of employees, especially qualified employees. Educational organizations which are
supposed not to be influenced due to the plentiful supply of teachers are not the
exception. The shortage of qualified teachers in some subjects including English has
a negative effect on student achievement. More seriously, many educational
institutions have lowered their standards to fill vacancies, which has led to high levels
of underqualified English teachers.
2. Statement of problems
As an educational organization, ESO Company always makes endless effort to

provide a high-quality education to every student. To do that, the company gives
priority to recruiting the qualified English teachers to offer students the best education
service. Nevertheless, the company has recently been experiencing serious problems
in recruitment which has negative impact on not only educational achievement of
students but also the company’s reputation. Since the first quarter of 2018, the
recruitment contents on various channel have not attracted lots of applicants, which
leads to the dire shortage of Online English teachers. The current teachers are
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overloaded with the extra work and the students frequently have complaint about the
delay in arranging class, which also makes service supporters in the company feel
highly stressful. Realizing those obstacles that the company is coping with, the author
decided to study the topic” Recruiting Online English teachers in ESO Education
Development Limited Company: Evaluation and Recommendations” to address
the existing problems related to human resource in the company. By carrying out this
research, the writer expects to complete the hiring process and make it function
effectively and efficiently
3. Objectives
The first purpose of this study is to explore recruitment procedure that was applied
from 2017 to 2018 in hiring online English teachers for ESO Company. The second
objective the author expects to accomplish is to identify obstacles from internal and
external environment that have effect on recruitment efficiency of the company.
Finally, through the finding and analysis, the author wants to put forward some
practical recommendations to improve the recruitment performance in particular and
boost the growth of the company in general.
4. Research questions
Based on the desired outcomes, three main research questions have been designed to
be answered:
1. How did ESO Company implement recruitment procedure in hiring Online English
teachers from 2017 to 2018?
2. What are the challenges ESO Company has encountered in hiring Online English
teachers?
3. What should be done to improve the efficiency of recruitment process and ease the
shortage of Online English teachers in ESO Company?
5. Methodology
The research will be undertaken by various methodological approaches to achieve the

best result.
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5.1 Data collection
This study obtains useful information from both primary and secondary sources.
5.1.1Primary data
First of all, a survey would be carried out to get the inside information from 30 current
teachers about their recruitment procedure and the changes they think should be made.
In this survey, various types of question such as multiple choice questions, open-
ended questions would be utilized to obtain both qualitative and quantitative
information. Besides the question about recruitment channels that they knew job
opening of the company, the author wondered which factors have the significant
influence on their application decisions. This finding is expected to be of great help
for the recruiter of ESO Co., Ltd to adjust recruitment strategy and other related
elements in order to attract more potential candidates and then select the best desired
teachers. Furthermore, regarding the current rate per hour, the participants were asked
about their level of satisfaction with their rate to determine whether the company
needs to make any changes in monetary compensation or not. Through this finding,
the author is more likely to make some feasible suggestions with a view to boosting
the effectiveness of recruitment in ESO Co., Ltd.
In addition, two in-depth interviews with Ms Doan Thu Huong, CEO& Founder of
ESO Co., Ltd and with Ms Nguyen Quynh Anh, the representative of HR department
of the company were conducted to obtain qualitative data in the management level.
Those interviews aim at understanding fully the recruitment policies, hiring process
and the recruitment result over the last few years (2017-2018). Furthermore, two
interviewees would be asked to put forward some recommendations to improve
recruitment efficiency in the next two years. Hence, various questions have been
designed with a view to achieving these above mentioned objectives.
For CEO & Founder of the company, the first questions ” How do you evaluate the
importance of Online English teacher recruitment in the development of ESO? “ was
raised so as to understand the role of recruiting Online teachers in the company
growth. Then, she was asked to provide information about ESO’s competitive
advantages as well as development orientations in the next two years, from 2019-
2020. Based on those information, the author can suggest some workable
recommendations for the enhancement of recruitment activitties. In addition to the
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interview with CEO & Founder of ESO Co., Ltd, the author also conducted an
interview with the representatives of HR Department to obtain information about the
real situation of recruiting Online teachers in the company in terms of recruitment
sources and recruitment process. She was asked to share about the difficulties her
department has encountered when attracting potential candidates from overseas.
Moreover, she was encouraged to express her ideas about solutions she intends to
implement in the next period to improve the efficiency of recruiting Online English
teachers in particular and of the company’s operation in general.
5.1.2 Secondary data
Another source of information for this research is from existing studies including
books, journals, etc. Additionally, raw data and figures related to company’s
historical establishment, development, core services as well as recruitment activities
are collected through company’s annual reports. Those valuable sources help the
author to obtain a fully understanding of what ESO has achieved in the last few years.
5.2 Data analysis
When primary and secondary data has been fully collected, they are classified
according to various purposes in the report. Published data stemmed from books,
journals and other researches helps form theoretical framework, providing
fundamental knowledge about recruitment and recruitment process. In chapter 3,
statistics from annual reports of HR Department are carefully calculated and
interpreted by charts, tables or diagrams to analyze the interrelationship among
factors and bring up the finding of the research. The recruitment process of ESO Co.,
Ltd is also accessed and analyzed through personal interviews with the HR
representative and the survey conducted on 30 online English teachers. This source
of primary data would help the author to have a deep insight into the real situation of
recruitment activities of the company, then be able to come up with practical
recommendations to improve it.
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CHAPTER 1: INTRODUCTION OF ESO EDUCATIONAL DEVELOPMENT

CO., LTD
1.1 Introduction of ESO Co., LTD

1.1.1 Establishment and development
ESO Educational Development Co., Ltd was established on December 20th, 2014,
under the business registration certificate No. 010740. Its main business activities
involves providing a variety of Online English courses to Vietnamese students across
the country as well as Vietnamese citizens overseas at all age and all levels, ensuring
student’s excellent performance and constantly improving teaching quality.
With sustainable foundation and development strategy, ESO has achieved great
success, building up its reputation in offering high-quality service of foreign language
education after five years of operation. The company has ranked in Top 100 Brand,
Product and Service of Vietnam since 2017. Online English courses that the company
provides have received many positive feedbacks from thousands of students,
including primary students, high school students, college students, clerical staffs and
even elderly people who wish to improve their English proficiency. Following is the
basic information about ESO Educational Development Co., Ltd:
Trading name : ESO Educational Development Co., Ltd
Head office : 2rd floor, Office Building T6 Times City – 458 Minh
Khai, Hai Ba Trung Couty, Hanoi
Affiliation : Manila, The Philippines
Logo
Telephone number : 0983913183

Hotline : 1900.636.029
Email : huongdt.eso@gmail.com
Website : http://eso.edu.vn/
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1.1.2 Organizational structure:
CEO& Founder
Human Academic
Sales Online
Resource Coordinators Consultants
Department teachers
Department
Native Philippine
Sales leader
teachers teachers
Sales
collaborator
Figure 1. ESO Co., Ltd‘s Organizational Structure
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ESO Educational Development Co., Ltd ( ESO) undertakes operation as a small sized,
limited enterprise, scaling to around 90 employees ( including online teachers and
collaborators) working under close supervision. CEO& Founder is the person leading
the whole hierarchy structure, followed by four functional departments and a group
of online teachers. All the departments and the teacher group work in strong
correlation with each other in offering the high quality online English courses for
Vietnamese students. In general, though the overall organizational structure is rather
simple with few layers, it functions smoothly and efficiently.
CEO& Founder holds absolute power in the company, supervising the business
activities of all department and evaluating the result, making decision on strategic
plans and mission in near future. She takes the direct responsibility for leading the
sales department and carrying out marketing strategies as well as building the image
of the company.
Human Resource Department which is operated by one HR staff has performed the
following functions: create and implement the recruitment plan, supervise and
maintain the efficiency of Academic Coordinator, handle monetary compensation
and employee’s benefit, process administrative documents, build and adjust
regulations in the company.
Sales Department involves a network of collaborators from the North to the South
areas of Vietnam. They are selected, trained and monitored by CEO& Founder,
working online through the network including Sales Pro, Sales leaders, followed by
Sales members and with the support of some platforms such as Skype, Facebook,
Google Drive. Their main responsibility is to implement marketing and sales plan
that CEO creates in order to attract potential customers, then encourage them
purchase the English course of the company. Sales collaborators also provide
customers with support services before and after sales with a view to building strong
and long-lasting relationship with customers and then conducting resale activities to
maximize the profit.
Academic Coordinators are in charge of arranging learning and teaching schedule

for students and teachers. They also take responsibility for technical support, tracking
online classes every day, addressing every problem related to students and teachers
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(schedules, materials, feedbacks and evaluation from both sides) which is raised
during the course.
Consultants including legal consultants and financial consultants give expertise

assistance to the company in order to ensure business activities to function effectively
and legally.
Online Teachers are classified into two categories: Native teachers and Filipino
teachers (teachers from The Philippines). Those teachers link with the headquarter
mainly via Skype, email and sometimes Viber or Facebook. Though they are recruited
and selected from various nations and diverse background, all of them have to meet
the company’s requirement about professional qualification, experience and
pedagogical skills to ensure teaching quality.
1.2 Introduction of ESO’s educational product
1.2.1 Major educational products
ESO offers Online English course based on the model 1-1 (one teacher-one student
in a class). This typical and remarkable feature aims at maximizing the interaction
between students and teachers, increasing the possibility of student’s reaction toward
English as the second language. ESO is the pioneer and the only enterprise in Vietnam
to provide this kind of model in learning English.
In particular, ESO has developed two main types of courses: Basic course and VIP
course with different period of studying.
+ Basic course involves one teacher and one student in an online class
+ VIP course involves one teacher, one student and one teaching assistant who
supports foreign teachers and students during the class time.
Both types of courses provide online classes taking place on Skype, which allows
students to learn any time and any places as well as helps teachers and students save
time and money for commuting and learning facilities such as blackboard, desks...
etc.
In terms of studying period, there are six types of studying cards that offer 6 different
studying period, including 50-class card, 40-class card, 30-class card, 20–class card.
8
Recently, the company has introduced two new types of cards: 8-class card for 1
month maturity and 5-class card for half month maturity which opens educational
opportunities for students who has limited budget.
Regarding teachers, students choose between Native teachers and Filipino teachers.
All the foreign teachers in ESO meet minimum requirement in term of qualification
(TESOL certificates, TEFL certificates…), at least 1 year experience and excellent
pedagogical skills.
1.2.2 Typical customers
As an educational company, ESO identifies its customers as all the Vietnamese who
wish to improve their English proficiency, especially speaking and listening skills but
do not have time to go to offline class. Until present, the company has built up the
strong relationship with a variety of students across the country and from oversea.
They are students in primary school, high school, college, university and
administrative staffs from diverse background.
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CHAPTER 2: THEORITICAL FRAMEWORK
Theoretical framework aims at presenting the fundamental knowledge of recruitment

in an organization and briefly summarizing previous researchs associated with the
subject. Subsequently, individual perspective would be given to make contribution to
the field of study. These contents would be presented hereinafter.
2.1 Definition and the importance of recruitment
2.1.1 Definition
Recruitment, together with performance appraisal; employee and labor relation,

training and development is considered the core organizational functions of human
resource management, which makes great contribution to the intensive development
of an organization. Regarding the definition of recruitment, there are a variety of
approaches. As defined in business dictionary, the word “recruitment “means the
process of hiring the best –qualified employees for the job opening. It can be
conducted within or outside the organization in a timely and cost effective way.
Looking at the chapter 2 of the book Effective recruitment and selection practices
(2009), which provides practical guidance on the fundamental issues surrounding
recruitment and selection, Rober Compton defined recruitment as the process of
encouraging potential candidates to apply for existing vacancies or anticipated
vacancies in the future. From human resource management perspective, he stated the
claim that recruitment procedure derives from effective design and description,
followed by subsequent HRM functions including selection, training &development,
performance appraisal and rewarding policies.
Gareth Roberts, in his book Recruitment and Selection: A Competency Approach

publised in 1997, approached the theory of recruitment in slightly different way. He
emphasized that the nature of recruitment is to attract applicants and match them to
the suitable job. To fulfill this task, recruiters need to take a sequence of various steps
including role analyzing, advertising job opening in suitable channels, shortlisting the
candidates, interviewing, checking reference if necessary and finally making decision.
In short, the ultimate goal of recruitment is to fill a vacancy with the right people at
the right time and at the reasonable price to ensure the organization to be always
adequately and effectively staffed.
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2.1.2 The importance of recruitment
In the modern age, many businesses achieve many competitive advantages thanks to
the most sophisticated technology and the best physical resources. Nevertheless,
those economic organizations are likely to struggle to achieve success if they do not
have the right labor workforce. In fact, poor choices in any stage of recruitment
process can prove expensive. In case the selected candidates fail to adapt to the
working environment of the company and cannot get on well with the assigned task,
not only does the company lose a large amount of time and money for recruiting,
training and rehiring, but they also incur penalties for any delay in the performance
of specific contracts. An article presented in Business Review Australian revealed
that hiring underqualified employees can cost a business up to over two-fold the
salary of the employee, which definitely has negative impact on the bottom line of
the company.
Besides financial costs, the new employee who does not show a good fit with the
company culture may put the team culture and morale at risk because that staff can
take away the harmony, leading to the resentment of colleagues and the negative
working environment. In contrast, when the company selects the suitable applicants
to work, these people not only fulfill the task of the position but also can add indirect
values such as increasing productivity, expanding professionals, skillsets and even
boosting team spirit in case the new hire takes on management role.
As a result, recruitment serves as an indispensable part in organizational operation

and requires sufficient investment to ensure the company’s activities to function
effectively and efficiently and to make contribution to the future development.
2.2 Recruitment source
As recruitment plays an essential role in organizational development in general and

human resource management in particular, the search for suitable applicants and
introducing them about the job opening of the company is considered the most
important aspect of hiring process. It is necessary for the recruiters to find the optimal
recruitment channels to advertise the recruitment information effectively and wisely.
Based on the characteristics of the position (full-time or part-time, managers or
clerical staffs, in the field of education or finance...), the recruiters will make their
decision on which source of recruitment they will exploit to attract potential
candidates.
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According to the article Sources of Recruitment of Employees, published by Smriti

Chand on the website Your article library, there are two main sources of recruitment
including internal and external sources. Smriti Chand also gives comprehensive
analysis about the advantage and disadvantage of each source so that the recruiters
can take into consideration in the search for suitable candidates.
Sources of recruitment
Internal External
+ Educational institutions
+ Transfer +Recommendation of
existing employees
+ Promotion
+ Media source
+ Fomer employee
+ Internet source
+ Recruitment agencies
Figure 2: Recruitment sources
2.2.1 Internal sources
The candidates may be found inside the organization. When a vacancy arises in the
company, its existing employees will be informed of such vacancy through internal
advertisement. This type of source can be clearly seen as transfer, promotion and
former employees.
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a) Transfer
An existing employee is shifted from his/her current position to other similar position.
This activity calls “Transfer”, which does not involve any changes in rank, the
number of personnel or responsibility.
b) Promotions
Promotions involve shifting of a person who has made progress and added significant
value to the organization to higher position with better prestige and more salary. This
source of recruitment not only fills up the vacancy in the company, but it is also one
of the best way to motivate employees to expand their skills, improve their
productivity and performance to get promotion.
c) Former employees
Some of the retired employees are willing to come back for part-time position if they
are interested in the vacancy. In addition, those who left the company for another job
can apply again in case the former company offers higher salary for that position.
There is no doubt that job sharing and flextime programs are genuinely useful to
attract the former employees who used to identify themselves with the company and
fully or partly have understanding of the typical company culture.
2.2.2 External sources
a) Vocational Schools, Colleges and Universities
For certain job requiring technical or professional qualification, the recruiters

sometimes search for the potential candidate from the educational institutions such
as colleges, universities or vocational schools. The human resource representatives
normally attract potential candidates through scholarship programs, academic
competitions or training program with enormous benefits. Through those programs
and with the help from educational institutions, the company can have a portfolio of
the qualified candidates who have excellent performance and show their must-have
skills as the requirement of the company. Executives at junior level or trainee can be
hired in this way.
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b) Recommendation of Existing Employees:
Since the current employees know both the company and the recommended candidate
well, that candidate is more likely to show a good fit with the company culture and
the job description. This source of recruitment is often utilized when the position is
technically-involved or belongs to the rare field that has very few candidates.
Occasionally, the employee who introduces a good hire may be given rewards.
c) Media sources
Media sources include newspaper, magazines, broadcasting, televisions or billboards.

To choose the most suitable channel among the mentioned media sources, the
employer should raise some questions such as:
 What objective does the company want to achieve?

 What kind of employees do they expect?
 What message will the job advertisement convey?
 By which means is the message conveyed?
Most of media sources have the large number of people accessing for the daily basis;
however, those sources do not target at one particular field. As a result, they rarely
meet the recruitment demand of the company.
e) Internet sources
In the day and age, many vacant posts are introduced on the internet. Some companies
often start their recruitment process by creating a website, posting the job opening
of the company on that web and updating it frequently to attract the active candidate
who is interested in one position in the company. Other companies, especially small
and medium-sized companies, make their choice to search for the candidate via paid
or non-paid job websites. Those websites offer chances for the recruiter and passive
job seekers to meet and then the recruiter can find the ideal candidate through job
seeker’s database. Another useful internet source is through popular social networks
like Facebook and Twitter. Interested in the vacant post on social networks, some of
their users may send their resume directly via the company’s email for application.
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d) Recruitment agencies
Some categories of candidates are hard to find. They do not frequently respond to the
job advertisement of a certain company because they are passive or quite selective.
What is more, the company may be too busy to carry out a step-by-step recruitment
process while they need employees to fill up with the vacancy in the short time. In
those situation, the best remedy is to become collaborators with the recruitment
agencies. Not only do the recruitment agencies have diverse networks which
definitely facilitates the search of candidates, but they also have in-depth
understanding of their specialist markets. They certainly know the available
candidates, where they are and how to reach them for recruitment purpose. It is them
who support HR staffs in the company until they have the suitable candidates for the
vacancy.
e) Job fair
A job fair, also known as career fair or career exhibition, is an event where employers
provide employees with recruitment information to search for potential candidates.
In turn, job seekers attend those events, speaking face-to-face with recruiters to gain
deep understanding about the job opening and sometimes with the aim to make a
good impression to the employer. After a job fair, in case the recruiter has not found
the best candidate, they still have profile and contact of job seekers on their hands for
later recruitment.
2.2.3 Advantages and disadvantages of recruitment sources
After presenting the general information about two recruitment sources on the
website Your article library, Smriti Chand made a detailed analysis about advantages
and disadvantages of each sources in the same article. This analysis is of great help
for the employers to choose the suitable recruitment channel with a view to getting
access to potential candidates.
2.2.3.1 Advantages and disadvantages of internal sources
In general, hiring candidates inside the company can be more efficient than recruiting
externally because the candidate is already accustomed to the company’s culture.
Currently working in the enterprise, the candidate understands how the company
operates, how each department links with others and already has a good rapport with
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colleagues, which enables them to adapt more quickly to the new position.
Additionally, the recruiter can easily get the accurate and valuable feedback about the
candidate’s character, skills and working effectiveness from his existing manager. As
a result, the recruiter is more likely to make a right selection. The third benefit of
internal recruitment is that it promotes loyalty among employees as they can find
development opportunities in the current company. Accordingly, the employee has
tendency to work harder and more effectively to be able to get promotion, which
undoubtedly increases productivity and then boosts the bottom line of the company.
Last but not least, internal recruitment allows the employer to carry out the
recruitment process with small budget. That is because they do not need to waste
money on advertising the job opening on various channels and training the employee
who already has full awareness of operating procedures and policies of the company.
In contrast, despite the benefits of internal recruitment, it also might have negative
sides which need considering carefully. Firstly, it may discourage capable person
from outside the company to apply while suitable candidates are not available within
the company. Furthermore, hiring the candidate from inside may increase the
possibility of nepotism and favoritism because the recruiter may make use of his or
her power to help the preferred candidate to get promotion. In addition, for the
position that requires innovations and creative thinking, this recruitment source is not
a good choice.
2.2.3.2 Advantages and disadvantages of external sources
Through the comprehensive analysis of external sources, Smriti Chand pointed out
that one of the noticeable merits of hiring candidates from outside is that the new
employee will bring new ideas and better technique. They have experience in other
concerns, other fields, so they can put forward the new things to keep the company
in competitive position. This source can be economical when new employees are
already trained in the previous similar job and the company does not waste money
training them again.
On the other hand, recruiting from outside the company is more time-consuming as
the recruiter has to implement a recruitment process including various steps. It takes
time to advertise the job opening, to attract potential candidates, to interview and
check the reference for the final decision. Furthermore, it is possible that the new
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employee can not co-operate with the existing employees because of the difference
in working culture, characters and even unexpected misunderstanding when working
together. The problem normally occurs and is more serious when the selected
candidate from outside the company is at higher positions.
In conclusion, the recruiter needs to be fully aware of merits and demerits of both
recruitment sources to select the suitable channel with a view to maintaining and
increasing the efficiency of recruitment.
2.3. Recruitment process
Before recruiting an applicant for a job opening, every company needs to go through
a step-by-step procedure to find the most suitable candidate to fill up the vacancy. By
investing in a thorough recruitment process, the recruiters can select the right person
who shows talented professionals to boost the company growth.
With regard to recruitment process, University of California, Riverside (UCR)

published an article on its website in 2016, making a recommendation about an eight-
step hiring process which is proved to increase hiring efficiency and ensure
consistency in the recruitment process.
Step 1: Identify vacancy and evaluate the need
Before a vacancy can be filled, it has to be identified as available. It is important to

determine whether it is a newly formed job or a recently vacated position. In case this
position is new to the company, a job analysis should be conducted to get insight of
the position. To evaluate the need accurately, the recruiters should answer the
following questions:
What role does the position take on?
How does the position make contribution to the company’s activities?
How many employees do the company need for that position?
Step 2: Create Position Description
A job description (JD) displays a general picture about position functions,

responsibility and the fundamental requirement the employee needs to have. JD gives
job seekers chances to get insight about the job opening and decide whether or not
17
they show a good fit with the position. It is sometimes utilized as a benchmark to
carry out evaluation of the candidate. A well-written job description must include:
 General information( Job title, company’s name, the number of job openings)
 Essential job functions ( duties and responsibility of the vacancy)
 Minimum requirements
 Preferred qualification
Step 3: Develop recruitment plan
To carry out recruitment process effectively, the employer necessarily have a

documented recruitment plan which maps out the strategy to attract and hire the best
suited employee. The plan must give details about recruitment timeline, recruitment
channels, criteria for screening and selecting, selection committee and the budget for
recruitment.
Step 4: Advertise position and implement recruitment plan
When the job description has been completed, the employer will advertise it on
various recruitment channel to maximize the efficiency of recruitment.
Characteristics of the position (field, working place, nature of work, budget...) should
be carefully taken into consideration so that the recruiter can make a right decision
about recruitment sources. For passive candidates, sourcing activities can be
conducted in educational institutions or on job websites. If the budget for recruitment
is limited, the employer can choose to advertise on social networks for free like
Facebook, Twitter. During this phase, the accuracy of the position description should
be ensured as any changes after the job opening is publicized may have negative
impact on the applicant pool.
Step 5: Review and shortlist applicants
When job applications are sent via email or via ATS (Applicant Tracking System),
the hiring staff will screen resumes and cover letters (optional) to narrow down the
pool. Based on the job description and other criteria established in recruitment plan,
unqualified applications are withdrawn while the others are informed of next steps to
continue their application. Occasionally, the recruiter carry out a phone screen to
check the communication skills or obtain information that is not available in resumes
or cover letters.
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Step 6: Conduct interviews
Depending on the size of the selection committee, one or several interviews are
conducted for potential candidates:
 Early interviews between applicants and the recruitment representative,

focusing on candidate’s qualification, experience, skills.
 Additional interviews between direct manager, executives, focusing on a
specific aspect of the job and discovering more about the candidate.
 Final interviews conducted between the company’s senior executives and top
candidates ( these interviews are only utilized for positions with high
competiveness)
Step 7: Select hire
Following the interviews, a discussion is generated by the selection committee. The

evaluation tool is utilized to justify decisions and make the selection as objective as
possible. Moreover, to support for the decision, the employer sometimes check a
reference to obtain accurate information about candidate’s working history, their
behavior and performance from their former supervisors.
Step 8: Finalize recruitment
 Job offer: The employer provide the candidate an offer letter stating
position’s monetary compensation, perks, start date working condition, and
other terms .After understanding all the terms correctly, the candidate may
agree and put down his signature on the agreement or initiate negotiations
or refuse the offer.
 Hiring: After the candidate and the employer reach an agreement, the
candidate is required to fill out some paperwork related to employment.
 Onboarding: This step involves welcoming the employee to the company
and the department he or she officially work in by introducing him/her to the
colleagues, providing necessary office facilities and setting a schedule for
their training.
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2.4. Factors influencing recruitment
Realizing the importance of recruitment, it’s vital to have profound understanding

about what factors have effect on the functionality of the recruitment and eventually
influence the outputs. To ensure the recruitment procedure functions well, the
recruiters need to consider a variety of factors including internal and external forces.
Regarding these factors, Moustafa El-hadidi, HR manager published an article on

linkdedin in December, 2015, giving details about each kind of force and how it
affects the recruitment process.
2.4.1 Internal factors
The internal factors are controllable factors within the organization that affect
personnel recruitment.
a) Recruitment Policy
The recruitment policy of a company specifies the objectives, the framework
for implementing recruitment procedure. It may involve organizational
objectives, preferred recruitment sources, recruitment budget and financial
implication.
b) Human Resource Planning
Effective HR planning helps in identifying the gaps presenting in the existing
workforce of the company in order to adjust or change several elements in
recruiting process. It also helps to determine the number of employees in need
and what qualification and skill-set they must possess.
c) Size of the Organization
Size of the enterprise has impact on recruitment in term of scope and need. HR
department of the small and medium-sized company is often easy to monitor
with less manpower. When the company plans to expand the business, the
recruitment complexities increase with more time-consuming and costly
recruitment process
d) Cost involved in recruitment
The employer has to incur recruitment cost, hence, the company makes an
attempt to employ through sources which bear lower cost for each candidate.
e) Growth and Expansion
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The company will hire or think of hiring more personnel if its operations is
being expanded
2.4.2 External factors
The external factors are uncontrollable factors outside the company.
a) Supply and Demand in labor market

The availability of human resources both within and outside the company is
an important determinant in the hiring process. In case the company has a
demand for more qualified personnel and the supply for this category is limited
in the market, then the company has to depend on internal sources through
special training and development programs for its employees.
b) Goodwill / Image of the organization
Image or reputation of the company is another factor influencing on the hiring
process. A company with popular and positive image helps its employer to
easily attract and retain personnel. In contrast, negative goodwill can work as
a constraint for recruitment.
c) Labor laws
Labor laws which was enacted by the government to protect the right and duty
of both employees and employers. Most of government regulations prohibit
discrimination in recruiting in term of gender, age group or race. As a result,
the recruiter should take labor laws into careful consideration to carry out legal,
valid and effective hiring process.
d) Unemployment Rate
Unemployment rate and recruitment have a strong connection. Higher
unemployment rate leads to an increase in the number of candidates against
the job opening. In that circumstance, the company can easily hire their ideal
candidate in short period of time. In contrast, the company has to experience
tough time to recruit the desired employee in the status of lower
unemployment rate
e) Competitors
The company sometimes has to adjust or change its recruitment policies and
strategies in case the policies followed by the competitors may be detrimental
to the company’s recruitment process. If the recruitment strategy of the
company is not flexible according to its competitors in the industry, its
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competitivesness will decrease and that its business faces various difficulties
is only a matter of time.
In conclusion, every business must take notice of both internal and external forces to
have full understanding of opportunities as well as threats from the environment, then
examine current business practices, adjust strategic recruitment plan if necessary to
adapt to any changes in the market. The available researchs and reports have laid the
fundamental foundation for recruitment theories and its practices in general. However,
none of them have carried out the research about one kind of typical employees:
Online teachers. As a result, that the author does this reseach related to the recruitment
process in hiring Online English teachers will add a new perspective to existing
literature and help the company address the current issue in human resources.
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CHAPTER 3: FINDINGS AND ANALYSIS
This chapter presents data collected from diverse sources to evaluate the performance
of recruitment process in ESO CO., Ltd in terms of recruitment sources, hiring
procedure and recruitment result. Through these findings, the company’s
achievements and shortcomings would be pointed out, which will help the company
have profound understanding of existing recruitment practices and make necessary
changes to improve its efficiency.
3.1 Real situation of recruitment of online English teachers in ESO CO., LTD
from 2017 to 2018
3.1.1 Recruitment sources
Because the company aims at recruiting online foreign teachers who may be rarely
searched within the organization, all the recruitment sources in which ESO has looked
for potential candidates are from external sources. After being collected from the
internal documents of the company, the data about recruitment sources or channels
was presented in the chart below.
Figure 3: Recruitment channels of ESO Co., Ltd from 2017 to 2018
2017 2018
4%
12% 13%
15% 35%
44%
39%
38%
Facebook Agency Job Web Recommendation
(Source: The annual report of the company)
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The two pie charts show the recruitment channels that ESO Co., Ltd has utilized over
a 2-year period. As can be seen from the charts, the company searches for candidates
through four recruitment channels: Online recruitment on Facebook, recruitment
agencies, job websites, and recommendation of existing employees. In general,
recruiting online English teachers through social networks (Facebook) and through
recruitment agencies made up the large proportion of recruitment channels in both
two years. By contrast, recommendation for existing employees appears not to be the
potential source to find candidates for the vacancy.
Regarding online recruitment on Facebook, the number of teachers who the company
hires via Facebook stood at 35% of the total in 2017 and the figure for 2018 increased
by 9% , making Facebook become the most effective recruitment channel to hire
online English teachers. It’s highly likely that social networks like Facebook are the
potential sources to recruit online teachers because of a great number of their users.
As a result, the company may take full advantage of this source to improve its
recruitment performance in the next period.
With regard to recruitment agencies, a slight rise of 1% was seen in 2018 compared
to the previous year. It’s clear that the number of selected teachers through third party
still made up the large proportion among four categories of external sources. This
figure indicates that the company has depended much on recruitment agencies in
recruiting online English teachers, which may sometimes put the company in the
passive status as well as cost it a large amount of money for the agency. Currently,
the company has collaborated with two partners who provide Online teachers. For
each successfully selected teachers, the agency will get at least 8% commission from
the monthly salary of teachers they provide. Accordingly, ESO has to offer higher
rate per hour for those teachers so that the real salary they get can meet their need.
Besides the financially issue, it’s obvious that recruitment result of the company relies
much on the efficiency and the professionalism of the agency.
In addition, ESO Co., Ltd has searched for candidates via Job websites, including
both paid website like Italki, Verbling and non-paid websites such as Find my favorite
teacher. The proportion for this channel was only at 15% in 2017 and fell to 13% in
the following year. According to the interview with HR representative of ESO, the
search of candidate in this source is not effective due to two main obstacles. The first
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obstacle is that the company has limited budget for registration and search in paid job
web. The second limitation is that there are not many teacher’s profiles in job web
and some of them don’t frequently access to it to update their profiles and interact
with employers. For that reason, it may take a long time for teachers to response the
invitation for application of the recruiters.
3.1.2 Recruitment process
Hiring process in ESO Co., Ltd is based on the general theories about recruitment
process and adjusted to adapt to the typical service and real situation of the company.
From 2014 to 2018, though the recruitment procedure of the company has been
experienced some minor changes, it basically consists of six stages:
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Identify the vacancy
Advertise and search
Shortlist
Conduct demo class
Conduct interview
Contract and
welcome
Figure 4: Recruitment process of ESO Co., Ltd in hiring Online English teachers
Stage 1: Identify the vacancy
Once the shortage of teachers comes up, the academic coordinators who are in charge
of arranging classes will inform HR Department the demand of vacancies. HR staff
receives information about the number of needed teachers and the expected
nationalities (The Philippines or Native teachers) and then bring it up with CEO &
Founder for her approval. HR Department seldom anticipates the need of teachers in
26
the near future and makes recruitment plan. As a result, the company sometimes has
to seach for candidates to fill up the vacancy in the emergent status.
Following is the data about the demand of online English teachers and the recruitment
result in 2017 and 2018.
2017 2018
Demand 28 52
Recruitment result 26 46
Rate 92,86% 88,46%
Figure 5: The demand and recruitment result of ESO from 2017 to 2018
(Source: The annual report of the company from 2017 to 2018)
From the table, it’s clear that the recruitment result hasn’t met the need of online
teachers of the company in both 2017 and 2018. There is a decrease in the rate for the
number of selected teachers compared with the demand in 2018. This figure indicates
that the problem of shortage of Online English teachers in ESO Co., Ltd becomes
more serious in 2018, which certainly has negative impact on teaching activities and
affects service quality due to the delay in class arrangement.
Stage 2: Advertise and search
Based on the demand of online teachers, the recruiter will make a job description
including general information about the online classes they will teach, minimum
requirements, benefits and application method. Afterward, she will advertise the job
opening in various channels like posting on Facebook, contacting agencies for
recruitment support or asking its existing employees for recommendations.
Following is a vacant post of ESO to recruit Filipino English teachers on group ESL
Teachers – Philippines on April 15, 2019
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According to the survey conducted on 30 current teachers of the company, nearly

three quarters of participants said that although the vacant post on Facebook gave the
very basic information about the position, they expected to get more information
about teaching platform (audio or video class, on Skype or other platform the
company creates), student characteristics and the range of rate per hour or the average
salary per month. It is certainly that those information plays an important role in their
decision to apply for the position of Online English teachers in ESO Company.
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Stage 3: Shortlist
After receiving a pool of resumes, the recruiter of the company screens and shortlist
those resumes to eliminate unqualified candidates. According to HR representative
of ESO, shortlisting is considered to be the most time-consuming and challenging
step in recruitment process. In 2017, the total application the company received via
email and Skype was more than 500. After being shortlisted, the number of candidates
selected for the next step was only 280 candidates. In order to screen and shortlist the
right candidate for demo class, in the first place, the recruiter in ESO has to identify
the number of applicant they intend to conduct the demo class. Afterward, a list of
essential and desirable criteria is made to implement shortlisting.
For the position of Online English teachers, hereinafter are essential criteria that the
recruiter of the company bases on when shortlisting the candidate.
 Qualification: TESOL certificate/ TEFL certificate/ teaching license/ Bachelor

of Education, Major in English
 Nationalities: The Philippines, Native teachers from US, UK, Australia, South
Africa…
 Experience: At least one-year experience in teaching English
 Age: 20-50 years old
Desirable criteria:
 Good accent ( check from the video of teacher’s introduction)

 Attractive appearance
 Experience in online teaching
Stage 4: Conduct demo class
In order to check teaching skills of candidates, the candidate will be invited to a demo
class with one of ESO’s staffs acting as students. Before attending the demo class,
the candidate is provided general information about the student (age, level, learning
goal) for them to make a thorough preparation. Teaching material will be designed
by themselves based on the given information. Subsequently, the record of 20-minute
demo class is sent to CEO& Founder for her consideration. More than 70% teachers
who were asked to do the survey claimed that this step is not only necessary for the
recruiter to choose the suitable candidate but also beneficial to themselves in
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understanding fully about their expected students as well as teaching activities in ESO
Co., Ltd.
Stage 5: Conduct the interview
CEO& Founder is the person responsible for the decision- making step about which
candidate will be interviewed. She makes an evaluation in teacher’s performance in
demo class based on essential and desirable criteria and then selects the best suitable
candidate for online interview. In the interview, almost all of the candidate’s
characteristics hidden in resumes will be clarified. After negotiating the rate, the
candidate may get the job offer or refuse it if the rate doesn’t come up to their
expectation. According to the report of the company, approximate 64% of the
candidate who attend the interview successfully pass the final round and get the job
while 31% of the candidate turn down the job offer due to low salary, the rest
percentage is unsuitable.
Stage 6: Contract and welcome
After the candidate and CEO of the company reach an agreement about working
environment, the rate and other financial benefits, the candidate will be sent an
agreement between ESO and the employee to maintain and protect the right and duty
of both sides. The teacher is required to confirm their compliance with the agreement
before starting their job. Afterward, to help the newly-hired teachers to involve
quickly in the job in ESO, Academic Coordinator staffs will give them a step-by-step
instruction and arrange classes for them only after they correctly understand the
working procedure in ESO.
After implement six-stage recruitment process, the company is able to find the
desirable employees for the position of Online English teachers. The following table
is the recruitment result from 2017 to 2018:
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2017
Total candidate Demo class Interview Passed Passing rate
Native Teacher 232 132 19 10 4,31%
Filipino teacher 269 139 21 16 5,94%
Total 501 271 40 26 5,18%
2018
Total candidate Demo class Interview Passed Passing rate
Native Teacher 305 174 27 14 4,59%
Filipino teacher 327 165 41 32 9,78%
Total 632 339 68 46 7,28%
Figure 6: The result of recruitment in ESO in 2017 and 2018
In general, the rate for the successfully-hired teachers compared with the total
candidates in the resume round is quite small. The passing rate for Native teachers is
less than 5% in both years, meaning that the company only selects four or five suitable
teachers among 100 applicant for the position. The passing rate for Filipino teachers
(teachers from the Philippines) was higher than that of native teacher, standing at
5.94 % in 2017 and increased up to 9.78% in the following year. The passing rate in
2018 is higher than that in 2017. It is probable that due to higher demand and the
serious shortage of online teacher in 2018, the company reduces the requirement to
get the sufficient number of teachers. Above all, it is obvious that the recruitment
process in ESO Co., Ltd needs improving to achieve the satisfactory recruitment
result and boost recruitment performance.
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3.2 Evaluation of recruitment performance
3.2.1Achievements
3.2.1.1 Sufficient and explicit selection criteria
In order to shortlist the candidate and find the qualified teacher in a pool of
applications, the recruiter in ESO Co., Ltd draw up a comprehensive list of essential
criteria and desirable criteria ( mentioned in 3.2.2). Both HR staffs and CEO&
Founder who makes the final selection decision have to make sure that they correctly
understand those criteria and strictly follow them in recruiting and selecting the
suitable candidate. The positive result of recruitment and the excellent performance
of teachers during their time in ESO from 2017 to 2018 proved that those criteria are
necessary and sufficient for effective recruitment. To illustrate, according to the
statistics of HR Department, nearly 87% of successfully-hired candidates after the
interview meet ESO’s standard and show flawless and outstanding performance.
However, the recruiter of the company should frequently evaluate the efficiency of
those criteria and decide to adjust them if needed to adapt to the external factors and
fit with the real situation of the company in certain time.
3.2.1.2 Simple and effective recruitment procedure
The six-stage hiring process, as mentioned above, is considered to be simple and

effective. For a position that requires high quality employees in terms of qualification
and profession like Online English teachers, the recruitment process is supposed to
include more complicated selection steps such as proficiency tests, a set of in-depth
interviews or even reference checking to shortlist and find the best desirable
candidates. By checking the resume of the candidate, the recruiter of the company
can select teachers with essential qualifications and experience. Through the demo
class, pedagogical skills of the teacher as well as their proficiency in using Skype as
teaching platform are fully identified. Hence, with only six stages of recruitment, the
company is able to not only hire the suitable employee for the position of Online
English teachers but also save a large amount of time and money.
3.2.1.3 Data-based decisions
Each recruitment decision in six recruitment stage in ESO is based on the facts and
data that the recruiter collected and analyzed, not based on emotion or common
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practices. Essential criteria, desirable criteria and other screening and shortlisting
tools are fully utilized to give objective assessment of teacher’s performance and
support the final selection decision. It undoubtedly helps eliminate favoritism and
make the hiring process more reliable, consistent and achieve high-quality results.
3.2.2 Shortcomings
In addition to notable achievements mentioned above, the situation of ESO’s

recruitment has existed some shortcomings that need taking into careful consideration
to ensure the sustainable development of ESO Co., Ltd in the upcoming time.
3.2.2.1 Uncompetitive rate per hour
To find out the level of satisfaction of existing teachers toward their rate per hour, the
author asked 30 teachers among more than 50 teachers of the company. The result is
interpreted in the following pie chart:
THE LEVEL OF SATISFACTION OF CURRENT

TEACHERS TOWARD THE RATE PER HOUR
Very satisfied Not at all
4% satisfied
10%
Somewhat
Not so satisfied
satisfied
45%
41%
Figure 7: The level of satisfaction of current teachers toward the rate per hour
As can be seen from the chart, it is notable that nearly half of the participant made
claim that they are not so satisfied with their current rate per hour. The proportion of
teachers who show somewhat satisfaction in their salary stands at 41% and only 4%
agreed that they are very contented with their rate per hour. In addition, the rate is
only considered to increase for very few teachers after more than one year of their
teaching in the company while it can be six months for other company like Topica
Native, Freetalk English ( in Vietnam), 51Talk ( in Chinese). The figure from this
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survey indicated that the issue related to teacher’s salary is quite alarming. Even
though teachers are provided regular students, they probably have to work harder for
more hours per day to earn enough money for their daily needs since the rate per hour
does not meet the expectation of the majority of company teachers. It might become
one of the main reason for the resignation of teachers in long term, which definitely
has negative impact on human resource of the company in particular and the business
activities in general.
3.2.2.2 Over-reliance on recruitment agencies
Currently, ESO Co., Ltd still needs to recruit a large number of online teachers
through recruitment agencies to meet the demand of vacancies. It is taken notice that
those recruitment agencies not only recruit teachers for ESO but also partly manage
them and help the company keep contact with them in every situation. Since the
recruitment agencies receives commission from monthly salary of teachers, the
company has to pay higher rate for those teachers, leading to an increase in cost for
human resources. What is more, over-dependence on third party might sometimes put
the company in passive situation and the efficiency of recruitment certainly relies
much on the professionalism of the recruitment agencies.
3.2.2.3 Slowly response recruitment result
At the end of fifth stage in the recruitment process, the record of demo class and
teacher’s resume is sent to the email of CEO& Founder for her consideration. As
mentioned before, CEO& Founder in ESO Company is the person who holds absolute
power and has to make many important decisions including recruitment decisions.
From the author’s observation during the time of internship, CEO of the company
often spends most of her time developing Sales Department and implementing
marketing campaign with a view to boosting profits. As a result, it is difficult for her
to find time to watch and evaluate teacher’s performance in demo class while the HR
staff is not allowed to make decision on which candidates will be selected for the
interview. That is the reason why teachers normally have to wait for a long time,
mostly more than one week for the response about demo class result. This delay
causes the worse situation that teachers have tendency to withdraw their application
since they cannot wait for such long time or they get the job offer from the rival of
ESO.
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3.2.2.4 No demand forecast for the position of online teachers
In order to make sure that the company is always sufficiently and efficiently staffed,
HR Department needs to anticipate the demand of personnel in the next period to
actively make recruitment plan. However, this function is still not fulfilled by HR
staffs in ESO Company. Normally, it is not until Academic Coordinators inform that
they have difficulty in arranging classes due to the shortage of teachers that HR
Department starts to make recruitment plan to fill up the vacancy. In that situation, it
will take time to meet the immediate demand of employees. It is likely that during
the time of searching the right candidate for the vacancy, the existing teachers have
to deal with extra classes and can be overloaded, which certainly has negative impact
on teaching quality.
3.2.3 Causes
3.2.3.1 External causes
Recently, demands for e-learning has been increasing dramatically thanks to

advanced technology in the 21st century. Additionally, Vietnamese people have to
deal with increasingly busy work and studying, finding no time to go to traditional
classes, which also makes contribution to the development of online education. For
those reasons, there is no surprising that ESO Co., Ltd has to compete with a variety
of competitors from both local and foreign market. In particular, some players who
have bigger scale and larger market share in e-learning industry in South Asia such
as Topica Native, 51Talk, Acadsoc, Rarejobs frequently conduct extensive
recruitment campaigns thanks to their reputations. As a results, ESO Co., Ltd, a small
and medium-sized company, certainly has various difficulties in attracting qualified
teachers. This is one of main reason why the company has to depend much on the
recruitment agencies to hire enough candidates for the vacancy.
In addition, the employees that ESO is searching for is a kind of typical labor in e-
learning: they are foreigners from various nations with diverse background and
cultures. Thus, understanding deeply the insight of those candidates to carry out the
effective recruitment poses many challenges to the company.
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3.2.3.2 Internal causes
One of the main internal causes leading to the ineffective recruitment in ESO Co.,
Ltd is limited budget for recruitment and inefficient financial allocation. Even though
online English teacher is a key factor that builds good image and ensures the quality
of educational service the company offers, the recruitment of this position is
insufficiently invested whereas the marketing campaign to attract students receives
both support and investment in terms of finance and human resources. At the stage
of advertising and searching for the potential candidates via various channels, the
recruiter of the company mainly looks for candidates through agencies, which is quite
costly but not always effective. In contrast, the non-paid and potential sources like
websites or social network like Facebook with a large number of users has not been
taken full advantages in recruiting online English teachers.
Another controllable force leading to inefficiency in recruiting online teachers is

insufficient investment in HR personnel. In fact, despite taking a variety of
responsibilities, HR Department is currently operated by one staff. As a result, the
only HR staff is not able to monitor carefully every stage of recruitment process. It
takes her time to deal with the daily problems and other administrative tasks, which
prevents her from anticipating the labor demand, making recruitment plan and putting
forward suggestions for the strategy in the upcoming time. In addition, the HR staff
is not well-trained to be able to make decision in selecting candidates for the interview
but has to wait for the decision of CEO& Founder. That is the direct reason for the
delay in response of the result of demo class and indirect reason for the withdrawal
of teachers before the interview.
In conclusion, the data and facts collected from the interview with CEO& Founder
and HR representative, together with opinions of 30 existing teachers of the company
has made great contribution to the research. Obviously, those figures help the author
to have profound understanding of the real situation of recruiting Online English
teachers in ESO Co., Ltd and identify the achievements as well as shortcomings of
recruitment activities in the last few years. Based on the comprehensive analysis,
practical recommendations would be produced to improve the efficiency of
recruitment and boost the development of the company in the next period.
36
CHAPTER 4: RECOMMENDATIONS TO PROMOTE RECRUITMENT

EFFIECENCY FROM 2019-2020
At the beginning of chapter 4, the author would present the orientation of ESO Co.,
Ltd in general and towards recruitment activities in particular for the next two years.
Based on those information, together with the in-depth analysis of recruitment
process of the company in Chapter 3, the author would put forward some
recommendations to improve the efficiency of hiring process of the company in the
upcoming time.
4.1 Organizational future orientation from 2019-2020
4.1.1 General orientation
In the last few years, the demand on E-learning, especially in foreign language
learning, has been dramatically increasing in Vietnam because of its enormous
advantages in terms of time and quality. Moreover, after five years of operations,
ESO Co., Ltd has become more popular with the good image about an educational
institution which offers high-quality products and provides customers with valuable
experience. Realizing the favorable opportunity, CEO& Founder of the company has
set out major objectives in the next two years, with a view to expanding the business
and staying competitive in the industry. These goals are:
 Maintain the quality of educational products of the company, give students

( company’s customers) the best value
 Diversify Online English Course to meet specific needs, introduce new types
of English courses that easily approach the students and expand market share
by offering English courses that are affordable for students in rural areas.
 Strengthen the long-term relationship with customers, frequently get feedback
from customers to improve the teaching and studying quality.
 Offer Online English courses for more than 800 students per year by 2020
 Plan and implement in-depth training courses for all the employees of the
company including online teachers, administrative staffs (Academic
Coordinators, HR staffs), sale collaborators to ensure that all personnel of the
company are equipped with specialist knowledge and must-have skills for
their jobs.
37
 Expand business activities to almost all the city and provinces in Vietnam,
become the leading company in E-learning industry in the domestic market.
4.1.2 Specific orientation toward human resource and recruitment activities
Together with general orientation for the whole company, CEO& Founder and the
HR representative also establish some key objectives toward recruitment in the next
period, which consists of:
 Maintain and develop the core human resource of the company including the
head of departments and senior employees, invest in potential personnel to
retain them and increase the productivity and the efficiency of business
activities.
 Increase the number of employees up to 200 in 2020, including both offline
and online employees, meet the demand about human resources when the
number of students increases.
 Open one more office in Cebu, The Philippines at the first quarter of 2020 to
directly coordinate and manage teachers in the Philippines and expand the
number of Filipino teachers, enhance the image of the company in foreign
country.
 Maintain the partnership with recruitment agencies to receive preferential
incentives in agreement but gradually reduce the over-dependence on those
agencies in recruiting Online English teachers.
4.2 Recommendation to recruitment issues
4.2.1 Increase teaching rate per hour
As analyzed in Chapter 3, the rate per hour of most of teachers in the company is
considered to be uncompetitive. This weakness undoubtedly poses challenges in
recruiting Online English teachers as well as in retaining the existing qualified
teachers of the company. It is highly likely that teachers resign their job in ESO and
move to the rivals due to the more reasonable salary, which probably makes the issue
of shortage of teachers become more serious. As a result, the company needs to make
some changes in the rate per one teaching hour to make it more competitive.
Firstly, it is necessary to increase the rate for teachers who have been work for more
than one years in ESO because they are the key factor that has influence on the quality
and reputation of the company. Another way to make teachers feel satisfied with their
38
salaries and retain them is to introduce reward policy for teachers having full
attendance and excellent performance in the month. Besides it, it is advisable that the
company cuts down the cost for recruiting via third party, which enables the company
to offer a higher rate for the teachers. In addition, the result of survey with 30 teachers
of ESO Company points out that the rate per hour has significant influence on the
application decision of 96% of teachers. Accordingly, if the issue of uncompetitive
rate per hour is addressed, the recruitment process will function more smoothly and
effectively.
4.2.2 Reduce over-reliance on recruitment agencies
In the first place, ESO Co., Ltd should reduce over-dependence on agencies in
recruiting online teachers by strengthening to hire candidates in other channels,
especially via social network site like Facebook which has a large number of
interactive users every day. Some online groups on Facebook that include plenty of
ESL teachers all over the world such as ESL teachers – Philippines, Online ESL
teachers_ Group support/job opportunities, Hire Online ESL Teachers with Job
Reviews should be taken into consideration. This recruitment source is less costly,
which will help to ease the financial burden for the company and enable it to invest
its resource in other business activities.
In addition, for the recruiter of ESO Co., Ltd to make use of other recruitment
channels besides recruitment agencies in effective and economical way, the company
advisably equips them with more expertise related to internet recruitment. It is also
recommended that the HR staff should carry out a market research to have profound
understanding about the labor supply in e-learning industry. Moreover, the step of
forecasting manpower needs about online English teachers is absolutely necessary
and needs implementing to make hiring process more active and effective.
4.2.3 Improve the company’s website
Based on data collected from the official website of the company (eso.edu.vn), the
website has not been updated with new information for almost ten months. More
importantly, all the posts have currently been written in Vietnamese while the
translation tool of Google cannot convey the accurate meaning of those posts. To
illustrate, the typical learning model of ESO is “Lớp học một thầy- một trò”, after
being translated by Google, it becomes “one teacher-one game class”. This
39
shortcoming leads to the inconvenience for the employees, especially foreign teachers
who want to know more about the company in which they intend to apply. As a result,
in order to attract more qualified candidates for the position of Online English
teachers, the company should make two following changes: frequently update the
recruitment information on its website to expand recruitment sources; present
information in both Vietnamese and English or create tools to correctly translate it.
To conclude, improving the company’s website through those changes is essential
and inevitable to help ESO to achieve its objective as a leading educational institution
in the local market, a professional company for foreign teachers to work for and a
reliable partner to cooperate with in the international market.
4.2.4 Make sufficient investment in HR staffs
In chapter 3, the author points out that insufficient investment in HR personnel is one
of the main reason why the recruitment process has not been conducted effectively,
leading to the shortage of online teachers in the last two years. Based on the personal
observation of the author and the data collected from the company, the
recommendation of the author is that HR Department should be improved in terms of
both quantity and quality.
Firstly, the company should consider hiring a human resource assistant to deal with
the daily problem and the administrative tasks. The only existing HR staff of the
company will take responsibility for drawing up the recruitment strategy, anticipating
the labor demand in the next period, making recruitment plan and monitoring hiring
process. Job specialization will undoubtedly make recruitment activities to be
conducted faster and more effective.
The second thing the company needs to improve is to decentralize the decision in the
final stages of hiring process to HR staff and to provide them with expertise training
so that they have enough capacity to make a recruitment decision in higher level. As
mentioned in the previous chapter, the delay in response of the result of demo class
to the candidate occurs frequently because CEO of the company is too busy to watch
and evaluate the demo class while HR staff does not have enough competence to
decide. As a result, once the company orients to expand its business both in the
domestic and international market, HR staffs should be well-trained and given more
power to take on all the responsibility related to recruitment.
40
CONCLUSION
Thanks to the advance in technology, E-learning has been developing rapidly and
become more popular with Vietnamese people, especially in the field of learning
foreign language which requires close interact with native teachers. This context
opens golden opportunities for enterprises to exploit potential e-learning market.
Together with some players in this market such as Topica Native, Freetalk English,
ESO Co., Ltd has seized the opportunity to offer Vietnamese students with Online
English course and has gradually affirmed its position in the market.
In particular, after five years of establishment and development, ESO Education
Development Co., Ltd has built its good image as a reliable educational institution
for providing online English course with high quality and excellent support from
service staffs to students across the country and even Vietnamese students living
overseas. The close relationship with customers and partners within and outside the
country has been strengthened over time. Another noticeable achievement of the
company is the rapidly increasing number of students, both adults and kids and at
various levels in the last few years. It is clear to say that the strategic plan of the
company has achieved considerable success in business activities, helping ESO
expand its market share as well as boost its turnover substantially.
Nevertheless, ESO Co., Ltd has encountered some difficulties in recruitment
activities and in recruiting online English teachers in particular. These obstacles,
resulting from external and internal causes, lie in the competitive market (pressure
from both e-learning companies and traditional classes), typical type of employees
(online teachers), limited budget for recruitment and insufficient investment in HR
personnel. That is the reason why searching for the right candidate to fill up the
vacancy is quite challenging, no matter how hard the HR Department has attempted
to attract candidates on various channels.
Through personal observations during three-month internship, together with the
useful documents from HR Department and the assistance of existing teachers in the
survey, the author is able to come up with some practical recommendations to
improve the efficiency of recruitment activities and stimulate the general
development of the company. With all recommendations mentioned in Chapter 4, the
author hopes that ESO Co., Ltd will achieve more success in the e-learning industry
and expand its business to larger scale in the future.
41
REFERENCES
1. Business Dictionary. Recruitment. Retrieved from:

http://www.businessdictionary.com/definition/recruitment.html [Accessed
May 2, 2019].
2. Gareth Roberts (1997). Recruitment and Selection: A Competency Approach,
3-4, CIPD Publishing, Great Britain.
3. Moustafa El-hadidi (2015). Factors Affecting Recruitment. Retrieved from:
https://www.linkedin.com/pulse/factors-affecting-recruitment-moustafa-el-
hadidi [Accessed April 25, 2019].
4. Recruitment & Selection Hiring Process. 2016. Retrieved from:
https://hr.ucr.edu/recruitment/guidelines/process.html [Accessed April 30,
2019].
5. Rober Compton (2009). Effective recruitment and selection practices, 15-20,
McPherson’s Printing Group, Sydney.
6. Smriti Chand. Sources of recruitment of employees: Internal and external
sources. Retrieved from:
http://www.yourarticlelibrary.com/recruitment/sources-of-recruitment-of-
employees-internal-and-external-sources-recruitment/25954 [Accessed April
15, 2019].
7. Using effective recruitment to retain competitive advantage lock. Retrieved
from: http://businesscasestudies.co.uk/cummins/using-effective-recruitment-
to-retain-competitive-advantage/the-importance-of-recruitmentand-
selection.html [Accessed April 15, 2019].
1
APPENDIX
Appendix 1: INTERVIEW QUESTIONS
I. Interview with CEO& Founder of ESO Co., Ltd
1. Interview questions
a) Bà đánh giá tầm quan trọng của tuyển dụng giáo viên Tiếng Anh online như thế
nào đối với sự phát triển của ESO?
b) So với những đối thủ khác trên thị trường như Topica, Freetalk English, ESO có
những lợi thế cạnh tranh gì? Trong những năm gần đây, công ty gặp những khó
khăn gì trong việc tuyển dụng giáo viên online?
c) Định hướng phát triển của công ty trong những năm tới là gì?
2. Transcipt
The author: Chào bà, được biết sản phẩm cốt lõi của ESO là các khóa học Tiếng
Anh online với giáo viên nước ngoài bằng hình thức một giáo viên- một học viên.
Vây bà có thể cho biết trong suốt quá trình phát triển của ESO, quá trình tuyển dụng
giáo viên online đóng vai trò như thế nào ạ?
CEO& Founder: ESO ra đời với sứ mệnh hỗ trợ hàng ngàn học viên Việt Nam học
Tiếng Anh với phương pháp tối ưu và chất lượng tốt nhất. Do đó, giáo viên Tiếng
Anh được coi là một trong những nhân tố chủ đạo quyết định uy tín chất lượng và sự
thành bại của công ty chúng tôi. Chúng tôi luôn nỗ lực tìm kiếm những giáo viên
nước ngoài có kinh nghiệm chuyên môn và kĩ năng giảng dạy vững chắc, linh hoạt
và có phương pháp tiếp cận phù hợp với đối tượng người học Việt Nam. Chúng tôi
dành nhiều thời gian để nghiên cứu, lựa chọn nguồn ứng viên chất lượng và không
ngừng cải thiện quá trình tuyển dụng để đạt được hiệu quả tuyển dụng tốt nhất.
The author: Trên thị trường Tiếng Anh trực tuyến đã có những tên tuổi như Topica
Native, Freetalk English, vậy ESO có những lợi thế cạnh tranh gì để thu hút khách
hàng?
CEO& Founder: Topica Native được biết đến khá rộng rãi và có quy mô phủ rộng
nhiều quốc gia. Mặc dù ESO là 1 doanh nghiệp có quy mô vừa và nhỏ, chúng tôi vẫn
tự tin mình có thể đứng vững trên thị trường này. Đó là bởi chúng tôi luôn quan tâm
và đặt chất lượng dịch vụ lên hàng đầu, lấy người học là trung tâm. Topica đưa ra
2
khóa học với nhiều khung giờ học khác nhau, tuy nhiên, số lượng học viên một lớp
online dao động năm đến tám học viên. Còn sản phẩm của chúng tôi là lớp học một
thầy-một trò, đảm bảo tối đa thời gian tương tác giữa học viên và giáo viên, giúp học
viên nhanh chóng tự tin và nhanh chóng tăng khả năng Tiếng Anh.
The author: Đối với việc tuyển dụng giáo viên Tiếng Anh online, bà có thể chia sẻ
những khó khăn mà công ty đã và đang gặp phải trong hai năm trở lại đây?
CEO& Founder: Trong vòng hai năm nay việc tuyển dụng giáo viên khó khăn hơn,
trong những giai đoạn cao điểm như ba tháng hè, công ty luôn trong tình trạng thiếu
giáo viên. Tỉ lệ ứng viên chất lượng giảm đi, số ứng viên rút lui hoặc bỏ ngang trong
quá trình chọn lựa cũng tăng lên. Một số giáo viên làm được một thời gian ngắn rồi
nghỉ, khiến công việc của chúng tôi gặp khá nhiều vấn đề liên quan đến giáo viên.
The author: Vậy trong những năm tới, ESO có những định hướng phát triển hay mục
tiêu phát triển như thế nào, bà có thể chia sẻ qua được không ạ?
CEO& Founder: Chúng tôi sẽ tiếp tục duy trì và nâng cao chất lượng của các khóa
học, đồng thời phát triển các khóa học mới để tiếp cận tới nhiều học viên hơn nữa,
đặc biệt là các học viên ở vùng nông thôn. Dự tính trong năm 2020, chúng tôi sẽ cung
cấp khóa học cho hơn 800 học viên Việt Nam ở khắp các tỉnh thành. Trong vòng 5
năm tới chúng tôi hi vọng sẽ trở thành đơn vị đi đầu trong thị trường tiếng Anh trực
tuyến tại Việt Nam. Đồng thời công ty cũng sẽ mở thêm một chi nhánh ở Cebu,
Philippines để mở rộng hoạt động kinh doanh.
The author: Cảm ơn những chia sẻ của bà. Hi vọng ESO sẽ ngày càng thành công
và lớn mạnh trong tương lai.
II. Interview with HR representative

1. Interview question
a) Trong quá trình tuyển dụng, những nguồn tuyển dụng nào được sử dụng để tìm
kiếm giáo viên nước ngoài dạy tiếng Anh online?
b) Bà có thể cho biết quá trình tuyển dụng giáo viên Tiếng Anh online của ESO
trải qua những bước nào và do ai phụ trách?
c) ESO đánh giá và lựa chọn giáo viên dựa trên những tiêu chí nào?
3
d) Tuyển dụng giáo viên từ nhiều quốc gia khác nhau đặt ra những khó khăn, thách
thức gì cho ESO?
e) Theo ý kiến của bà, công ty có thể nâng cao hiệu quả tuyển dụng bằng cách
nào?
2. Transcript
The author: Chào chị, chị có thể cho biết trong quá trình tuyển dụng giáo viên
Tiếng Anh online, bộ phận tuyển dụng thường tìm kiếm ứng viên trên những
nguồn nào?
HR manager: Để tăng hiệu quả tuyển dụng, chúng tôi tìm kiếm trên nhiều
nguồn khác nhau như trên facebook, qua các đơn vị tuyển dụng hay còn gọi là
đầu mối cung cấp giáo viên. Chúng tôi cũng tìm kiếm profile của giáo viên trên
các trang web như Italky, Findmyfavouriteteacher hoặc nhờ các giáo viên hiện
tại giới thiệu.
The author: Bà có thể cho biết quá trình tuyển dụng giáo viên Tiếng Anh online
của ESO trải qua những bước nào và do ai phụ trách?
HR manager: Quá trình tuyển dụng và lựa chọn giáo viên của công ty chúng
tôi gồm sáu bước chính: Một là xác định nhu cầu, hai là đăng thông tin tuyển
dụng và tìm kiếm, bước ba là tiến hành lọc hồ sơ thông qua CV và video của
giáo viên gửi qua mail, sau đó với những ứng viên đạt yêu cầu, chúng tôi sẽ liên
hệ và sắp xếp các buổi học thử để kiểm tra kĩ năng giảng dạy. Cuối cùng, những
giáo viên đạt yêu cầu sẽ có một buổi phỏng vấn online với chị giám đốc. Ứng
viên được chọn sẽ đọc và xác nhận làm theo bản quy ước giữa hai bên, sau đó
được nhân viên bộ phận quản lý học vụ hỗ trợ và bắt đầu giảng day. Riêng bước
thứ năm do chị giám đốc trực tiếp tiến hành, các bước còn lại do phòng nhân sự
phụ trách.
The author: Vậy chị có thể cho biết ESO đánh giá và lựa chọn giáo viên online
dựa trên những tiêu chí nào?
HR manager: Chúng tôi đánh giá và lựa chọn dựa trên khá nhiều tiêu chí. Trước
tiên, ứng viên phải đạt những yêu cầu cơ bản như: là công dân Philippines hoặc
công dân của các nước nói Tiếng Anh, có chứng chỉ/ bằng cấp liên quan đến
giảng dạy, có ít nhất 1 năm kinh nghiệm. Ngoài ra, chúng tôi tìm kiếm giáo viên
có chất giọng rõ ràng, vui vẻ, nhiệt tình, ngoại hình khá trở lên. Giáo viên cũng
phải đảm bảo có kết nối internet ổn định và đầy đủ thiết bị dạy học online.
4
The author: Tuyển dụng ứng viên từ nhiều quốc gia khác nhau, đặc biệt là trong
lĩnh vực giáo dục trực tuyến sẽ có những khó khăn nhất định so với tuyển dụng
thông thường. Chị có thể cho biết những khó khăn đó là gì không ạ?
HR manager: Đúng vậy, ứng viên từ nhiều quốc gia khác nhau, nhiều văn hóa
khác nhau nên chúng tôi cần tìm hiểu thật kĩ để có cách tiếp cận phù hợp. Đồng
thời, bộ phận nhân sự cũng phải hiểu văn hóa, tâm lí đặc trưng của ứng viên của
quốc gia đó để thu hút và tương tác hiệu quả. Ngoài ra, việc lệch múi giờ cũng
là một trong những rào cản đối với việc tuyển dụng, đặc biệt là ứng viên từ các
nước châu Âu và châu Mĩ có số giờ chênh lệch khá lớn khiến quá trình tuyển
dụng đôi khi gặp khó khăn do không thống nhất được thời gian. Các khóa học ở
ESO chủ yếu rơi vào khoảng thời gian 19-22 giờ, tương ứng với 7-10 giờ sáng
ở Mĩ, do đó sẽ hạn chế một lượng lớn giáo viên tiềm năng nhưng không có thời
gian dạy lúc sáng sớm.
The author: Với vai trò là người phụ trách mảng tuyển dụng của công ty, chị
cho rằng công ty có thể nâng cao hiệu quả tuyển dụng bằng cách nào?
HR manager: Với tình hình hiện tại, cũng như cân nhắc định hướng phát triển
của công ty trong hai năm tới, tôi cho rằng việc đầu tiên là công ty hỗ trợ, đầu
tư thêm nhân lực cho bộ phận Nhân sự. Trong hai năm tới, khi số lượng học
viên và giáo viên dự trù sẽ tăng lên đáng kể thì áp lực về mặt tuyển dụng giáo
viên càng lớn, mà với số lượng nhân viên nhân sự như hiện tại, tôi thấy sẽ khó
có thể hoàn thành được do khối lượng công việc hành chính quá lớn, tôi không
còn thời gian để đi sâu và phát triển mảng tuyển dụng được.
The author: Cảm ơn chị đã chia sẻ ý kiến!
5
Appendix 2: QUESTIONAIRE FOR CURRENT ONLINE TEACHERS
(The survey is conducted to have in-depth understanding about recruitment

experience of 30 existing online teachers in ESO Company)
1. What is your nationality?
2. How did you know the recruitment information for the position of Online
English teachers in ESO?
a. Job website (Find my favorite teachers, Italky...)
b. Social network (Facebook)
c. Recommendation from friends, relatives
d. Recruitment agencies
e. Others
3. What did you know from recruitment information for the position of Online
English teachers in ESO CO., Ltd?
a. General information about the company
b. Company’s achievement
c. Job description
 Teaching platform
 Student characteristics
 Materials
 Teaching hours per day or per week
d. Benefits (the rate per hour, promotion)
e. Fundamental Requirement
f. Application method
g. Payment method
6
4. Which factors have the significant influence on your application decision?

You can choose more than one factor.
a. Teaching platform
b. Rate per hour
c. The number of working hour per day or per week
d. Student’s characteristics (level, age...)
e. Support from the company
f. Others: …………….
5. How are you satisfied with your current rate per hour?
a. Not satisfied at all
b. Not so satisfied
c. Somewhat satisfied
d. Very satisfied
6. Which of the following parts in the hiring process of ESO CO., Ltd do you
think should be improved? You can choose more than one
a. Job description
b. Application method
c. Demo class
d. Online Interview
f. Time of result response
How to improve: …………………………………….
Appendix 3: Company’s annual reports and figures

1. The result of recruitment in ESO in 2017 and 2018
7
2017
Total Demo
Interview Passed Passing rate
candidate class
Native
232 132 19 10 4,31%
Teacher
Filipino
269 139 21 16 5,94%
teacher
Total 501 271 40 26 5,18%
2018
Total
Demo class Interview Passed Passing rate
candidate
Native
305 174 27 14 4,59%
Teacher
Filipino
327 165 41 32 9,78%
teacher
Total 632 339 68 46 7,28%
2. The demand of Online English Teacher in 2017 and 2018
2017 2018
Demand 28 50
Net recruitment 26 46
Rate 92,86% 92%
3. Recruitment sources
Facebook Agencies Job web Recommendation Total
2017 9 10 4 3 26
2018 20 18 6 2 46
8
(Unit: Candidates)
2017 2018
4%
12% 13%
15% 35%
44%
38% 39%
Facebook Agency Job Web Recommendation
4. The level of satisfaction of current teachers toward the rate per hour
THE LEVEL OF SATISFACTION OF CURRENT

TEACHERS TOWARD THE RATE PER HOUR
Very satisfied
3% Not at all satisfied
14%
Somewhat
satisfied
38%
Not so satisfied
45%
9
5. Influential factors toward candidate's decision
Influential factors toward candidate's decision

29
30
25
20
14
12
15
10 5
0
Teaching platform Rate per hour Student’s Support from the
characteristics company
10

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NATIONAL ECONOMICS UNIVERSITY

FACULTY OF FOREIGN LANGUAGES

PHAM THI HUYEN

RECRUITING ONLINE ENGLISH TEACHERS IN ESO

PHAM THI HUYEN

RECRUITING ONLINE ENGLISH TEACHERS IN ESO

Supervisor: Nguyen Thi Hong Hanh, MA, MSc

In the beginning, I would like to express my sincere thanks to a number of individuals

Firstly and foremost, I would like to express my grateful thanks to my supervisor,

Thirdly, I am greatly indebted to Ms Doan Thu Huong, CEO& Founder of ESO

I share this internship report with you all.

Abbreviation Full written

CEO Chief Executive Office

ESL English as Second Language

Co., Ltd. Company Limited

ATS Applicant Tracking System

TESOL Teaching English to Speakers of Other Languages

TEFL Teaching English as a Foreign Language

VIP Very important person

LISTS OF TABLES AND FIGURES

Figure 1. ESO Co., Ltd‘s Organizational Structure ....................................................6

3.1.2 Recruitment process ........................................................................................25

Recruitment is one of the most essential functions of Human Resource management

As an educational organization, ESO Company always makes endless effort to

The research will be undertaken by various methodological approaches to achieve the

5.1 Data collection

5.1.2 Secondary data

5.2 Data analysis

CHAPTER 1: INTRODUCTION OF ESO EDUCATIONAL DEVELOPMENT

1.1 Introduction of ESO Co., LTD

Telephone number : 0983913183

1.1.2 Organizational structure:

Figure 1. ESO Co., Ltd‘s Organizational Structure

Academic Coordinators are in charge of arranging learning and teaching schedule

Consultants including legal consultants and financial consultants give expertise

1.2 Introduction of ESO’s educational product

1.2.1 Major educational products

1.2.2 Typical customers

CHAPTER 2: THEORITICAL FRAMEWORK

Theoretical framework aims at presenting the fundamental knowledge of recruitment

2.1 Definition and the importance of recruitment

Recruitment, together with performance appraisal; employee and labor relation,

Gareth Roberts, in his book Recruitment and Selection: A Competency Approach

2.1.2 The importance of recruitment

As a result, recruitment serves as an indispensable part in organizational operation

2.2 Recruitment source

As recruitment plays an essential role in organizational development in general and

According to the article Sources of Recruitment of Employees, published by Smriti

Figure 2: Recruitment sources

2.2.1 Internal sources

2.2.2 External sources

a) Vocational Schools, Colleges and Universities

For certain job requiring technical or professional qualification, the recruiters

b) Recommendation of Existing Employees:

Media sources include newspaper, magazines, broadcasting, televisions or billboards.

 What objective does the company want to achieve?

2.2.3 Advantages and disadvantages of recruitment sources

2.2.3.1 Advantages and disadvantages of internal sources

2.2.3.2 Advantages and disadvantages of external sources

2.3. Recruitment process

With regard to recruitment process, University of California, Riverside (UCR)

Step 1: Identify vacancy and evaluate the need

Before a vacancy can be filled, it has to be identified as available. It is important to