NATIONAL ECONOMICS UNIVERSITY

BUSINESS SCHOOL
E-BBA PROGRAM

IMPROVING RECRUITMENT AND SELECTION

PROCESS AT OPEC PLASTICS JSC

Bachelor of Business Administration in English (E-BBA) Thesis

Student: Nguyen Thu Tra

ID: 11165265
Class: E-BBA 8C
Supervisor: M.A. Tran Cam Tu

HANOI – 2020
 TABLE OF CONTENTS

ACKNOWLEAGEMENTS ........................................................................................ 1
EXECUTIVE SUMMARY ......................................................................................... 2
CHAPTER I : INTRODUCTION ............................................................................. 4
1.1. Rationale ................................................................................................................. 4
1.2. Research objective .................................................................................................. 5
1.3. Research questions ................................................................................................. 6
The study is aimed at answering the following questions: ........................................... 6
1.4. Research methods ................................................................................................... 6
1.4.2. Data collection ..................................................................................................... 6
1.4.3. Data analysis........................................................................................................ 7
1.5. Research scope ....................................................................................................... 7
1.6. Research structure .................................................................................................. 7
CHAPTER 2 : THEORETICAL FRAMEWORK ON RECRUITMENT AND
SELECTION PROCESS ............................................................................................ 8
2.1. Overview of recruitment and selection .................................................................. 8
2.1.1. Human resource management ............................................................................. 8
2.1. Recruitment and selection ...................................................................................... 9
2.1.1. Concept of recruitment and selection .................................................................. 9
2.1.2. The importance of recruitment and selection .................................................... 10
2.1.3. The recruitment and selection process .............................................................. 12
2.1.3. Recruitment process .......................................................................................... 14
2.1.4. Selection process ............................................................................................... 22
2.3. Factors affecting recruitment and selection ......................................................... 31
2.4. Theoretical framework ......................................................................................... 35
CHAPTER 3: CURRENT SITUATION OF RECRUITMENT AND
SELECTION PROCESS AT OPEC PLASTICS JSC ........................................... 37
3.1. Overview of Opec Plastics JSC ............................................................................ 37
3.1.1. Formation and development .............................................................................. 37
3.1.2. Products ............................................................................................................. 38
3.1.3. Organizational structure .................................................................................... 39
3.1.4. Vision, Mission ................................................................................................. 40
3.1.5. Business Outcome ............................................................................................. 40
3.1.6. Human Resources in Opec Plastics ................................................................... 40
3.2. Current situation of recruitment and selection at Opec Plastics .......................... 41
3.2.1. Respondent profile ............................................................................................ 41
3.2.2. Current situation of recruitment process at Opec Plastics ................................ 42
3.2.3. Current situation of selection process at Opec Plastics ..................................... 50
3.2.4. Recruitment and selection process at Opec Plastics ......................................... 58
3.2.5. Socialization ...................................................................................................... 61
3.3. Summary of findings on recruitment and selection process at Opec Plastics JSC ...... 63
CHAPTER 4: RECOMMENDATIONS TO IMPROVE RECRUITMENT AND
SELECTION PROCESS AT OPEC PLASTICS JSC ........................................... 66
4.1. Directions and objectives of the company from 2020-2025 ................................ 66
4.2. Specific solution ................................................................................................... 67
4.2.1. Standardization of model CVs and description of parameters for screening CVs ... 67
4.2.2. Enhancing tests .................................................................................................. 67
4.2.4. Creating an appropriate orientation program .................................................... 68
CONCLUSION .......................................................................................................... 68
REFERENCES .......................................................................................................... 70
APPENDIX ............................................................................................................... 70
 ABBREVATIONS
JSC: Joint Stock Company
HRM: Human Resources Management
HR: Human Resources
 LIST OF TABLES

Table 2.1: Benefits and drawbacks of sources/methods of different internal

recruitment................................................................................................................... 18
Table 2.2: Benefits and drawbacks of sources/methods of different external
recruitment................................................................................................................... 20
Table 3.1 : The rating of the job description ............................................................... 46
Table 3.2: Test Validity ............................................................................................... 53
Table 3.3: The rating of reference check at Opec Plastics .......................................... 58
 LIST OF FIGURES

Figure 1.1: Research Process ........................................................................................ 6

Figure 2.1: The hiring process ..................................................................................... 13
Figure 2.2: The recruitment process ............................................................................ 14
Figure 2.3: Human resource planning process ............................................................ 15
Figure 2.4: The selection process ................................................................................ 22
Figure 2.5: Internal and external factors affecting recruitment and selection ............ 32
Figure 3.1: Gender in Opec Plastics ............................................................................ 41
Figure 3.2: Number of years in Opec Plastics ............................................................. 42
Figure 3.3: The recruitment process at Opec Plastics ................................................. 43
Figure 3.4: Channels of recruitment ............................................................................ 44
Figure 3.5: Internal source........................................................................................... 45
Figure 3.6: External source ......................................................................................... 45
Figure 3.7: The information in job description ........................................................... 47
Figure 3.8: The rating about the existence of job description on job advertisement .. 48
Figure 3.9: The rating about job description ............................................................... 48
Figure 3.10: An example of job description that posted on job advertisement .......... 49
Figure 3.11: The selection process at Opec Plastics ................................................... 50
Figure 3.12: The information of time that Opec Plastics contacts the candidates after
submitting the CVs ...................................................................................................... 52
Figure 3.13: The tests that Opec Plastics takes to evaluate the candidates ................. 53
Figure 3.14: The number of interview rounds at Opec Plastics .................................. 54
Figure 3.15: The types and methods of an interview at Opec Plastics ....................... 55
Figure 3.16: Interview quality ..................................................................................... 56
Figure 3.17: The number of candidates taking health check at Opec Plastics ............ 57
Figure 3.18: The evaluation of the recruitment and selection process at Opec Plastics ..... 59
Figure 3.19: The rating of the recruitment and selection process at Opec Plastics .... 59
Figure 3.20: The reasons for accepting the job offer at Opec Plastics ........................ 60
Figure 3.21: The problems of recruitment and selection process at Opec Plastics ..... 61
Figure 3.22: The rating about Orientation day at Opec Plastics ................................. 62
Figure 3.23: The difficulties in socialization at Opec Plastics .................................... 63
 ACKNOWLEAGEMENTS

First of all, I want to express my sincere gratitude to M.A. Tran Cam Tu, who
taught me dedicatedly to complete my thesis in the best possible way. Without
her help, I could not complete my thesis and research work.

Secondly, I would like to express my gratitude to all the professors and staffs at
E-BBA for their support, advices and contributions during my time studying at
the university.

I would like to thank Mrs Banh Thi Nguyet for her help and support during the
internship as well as the Opec Plastics JSC staff for helping me to complete the
study more easily..

Finally, I would also like to say thanks to my family and all my beloved friends
who always support, encourage and motivate me to study and research the
thesis.

Ha Noi, 2020
Nguyen Thu Tra

1
 EXECUTIVE SUMMARY

Today, with the rapid development of the Industrial Revolution 4.0,

companies and organizations must always set the main strategy in order to
continue to compete in both the domestic and foreign markets. The workforce is a
very important component for the well-defined strategies. First, businesses or
organisations must always concentrate on spending more and more in the selection
and recruiting process in order to have a high quality workforce. The main reason
for this is that the human resources will decide the company's success or failure as
well as the company or organization's activities.
The study's main objective is to evaluate and measure the efficacy of Opec
Plastics's recruiting and selection of employees. However, the paper discusses
some of the problems that arise when the bank conducts the recruitment and
selection processes.
To collect data, the study uses both qualitative and quantitative methods. In
particular, the research gathers both internal and external sources of information.
In addition, the author conducted in-depth interviews with managers and used
questionnaires for bank employees. Eventually, Excel is used by the author to
control and analyze the data obtained.
After conducting research on the topic, there are some strengths and
weaknesses in Opec Plastics process of recruitment and selection. So that the
author describes the pros and cons in the recruitment and selection at Opec
Plastics as follows:

 The job descriptions are clear and transparent;

 Selection criteria are not clearly understood and transparent;
 Checks are not valid and reliable;
 Lack of reference checks and health check;
 The orientation system for new hires is too common.
After defining the strengths and weaknesses of the recruitment and selection
process at Opec Plastics, the author gives recommendations for enhancing

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recruitment and selection process to Opec Plastics JSC from the above issues.
Opec Plastics JSC ought to:

 Build valid and reliable testing systems;

 Use compulsory reference checks and health checks in the selection
process;
 Re-design the new hire orientation program.
The author believes with these steps that Opec can not only attract good
people but also maintain them and keep them loyal to the company for a long time.
In particular, in the case where Opec wants to replace all foreign employees with
local employees, Opec should pay more attention to hiring high-quality and skilled
people to be put in current foreign positions.

3
 CHAPTER I : INTRODUCTION

1.1. Rationale
The management system and productive use of human resources are two
key essential steps in the process of industrializing and modernizing the country
for the purpose of improving labor productivity as well as material life for
workers. Within a business, employers find manufacturing to be one of the three
inputs. However, how to achieve effective use of labor is a problem that is set for
each business separately. It is very critical that the company uses what steps and
ways to encourage employees ' ability to improve labor productivity and quality of
production along with business performance, which directly contributes to the
company's failure or success.
On the other hand, a better understanding of the employee's attributes in the
organization would allow the business to save money, time and effort and make it
easier to achieve the company's goals. Over time, the operations of each company
are affected and regulated by various factors and levels of power, but human
resources still play a crucial role in any organization's activities. As an important
role, however, human resources must also be increasingly self-sufficient in all
organizations to meet the needs. Enterprises need to find a way to equip
themselves with a strong workforce in both quantity and quality in order to survive
and succeed in a fiercely competitive world with ever-increasing strong scientific
and technological growth. Organizations need to perform several activities
concurrently to accomplish this, and one of them is to recruit and train workers.
The recruiting, training and development of human resources help companies
increase both the quantity and quality of the company's employees and at the same
time establish working conditions for attracting staff and maintaining their loyalty
to the company. Recruitment, training and development are the activities of hiring
workers to work in the business and teaching skills and growing their job
experience so that employees can apply them flexibly in the ordinary working day
cycle and prepare them better for future work.
Opec Plastics is a business that manufactures and sells products related to
plastic. Since the company is developing to Stavian Group, its human resources

4
face with several problems in finding and recuiting qualified workers who are able
to speak some uncommon languages such as Japanese, Russian and have good
experiences on trading, logistics and sales. The corporation has many
shortcomings in the recruitment of employees in the required positions due to the
fact that many workers are good at trading, logistics however they only speak
good English but not some other uncommon languages. Besides, the actions
against plastic waste is being responded positively by the authorities and the
people all over the world. The company may need some innovations and creative
ideas from the potential employees and young employees to solve these problems.

With that significance, the author has decided to select the topic
"Improving the recruitment and selection process at Opec Plastics JSC" to
accomplish the thesis and want the results of this research to be useful material
and have effective methods to enhance the recruitment and selection process at
Opec Plastics JSC Company.
1.2. Research objective
To accomplish the ultimate goal, this work focuses on the following goals:
 Review applicable recruitment and selection theories.
 Identify Opec Plastics JSC's recruiting and selection processes and
their limitations and strengths and root causes of weaknesses.
 Recommend strategies for strengthening Opec Plastics JSC
recruitment and selection activities.

5
1.3. Research questions
The study is aimed at answering the following questions:

 Which are appropriate hypotheses on recruitment and selection

processes for analysis?
 What are Opec Plastics JSC recruiting and selection processes?
 What are the strengths, drawbacks and causes of the processes?
 What are the ways in which Opec Plastics JSC will enhance the
recruitment and selection process?

1.4. Research methods

Figure 1.1: Research Process

(Source: The author’s research)
1.4.2. Data collection
Secondary data: Collected from periodic reports; business documents;
syllabuses, articles, themes of scientific research, books, magazines and
newspapers, the Internet, etc.
Primary data: The survey and an in-depth interview were obtained.

6
 - In-depth interview: This research was carried out by specifically
questioning two managers and four workers in Opec Plastics about their
experiences in recruitment and selection at Opec Plastics.
- Survey: 61 employees in Opec Plastics. The questionnaire has been printed
and sent directly to the people who work at Opec Plastics. The number of
answers is 61 and the analysis is valid for 52 answers. Survey results,
statistics, computer data processing by Excel software are entered.
- Questionnaire: It was divided into two categories of general information,
their hiring evaluations and the selection of new skilled workers. By doing
so, the author can analyze and identify the recruitment and selection
process problems and solutions at Opec Plastics.
1.4.3. Data analysis
The author used Excel data processing. Instead, tables, diagrams, maps,
graphs display the effects of the data processing.
1.5. Research scope
Object: Recruitment and selection process at Opec Plastics.
Location: At Opec Plastics JSC. (office Floor 13, BIDV Tower, No. 194 Tran
Quang Khai street, Hoan Kiem district, Ha Noi).
Time:
- Secondata collection: collected from October 22th, 2019 to at the end of
October.
- Primary collection: collected at the beginning of December.
1.6. Research structure
Chapter 1: Introduction.
Chapter 2 : Theoretical framework on recruitment and selection process
Chapter 3 : Current situation of the recruitment and selection process at Opec
Plastics
Chapter 4 : Recommendations for enhancing the recruitment and selection process
at Opec Plastics

7
CHAPTER 2 : THEORETICAL FRAMEWORK ON RECRUITMENT AND
SELECTION PROCESS

2.1. Overview of recruitment and selection

2.1.1. Human resource management

Human resource management is a concept that is of great importance to any
organization because it is applied for people management and is presented in every
organization's business and activity. According to Michael Armstrong, “Human
resources management is defined as a strategic and coherent approach to the
management of an organization’s most valued assets – the people working there
who individually and collectively contribute to the achievement of its objectives.”
Storey (1989) truly believes that Human resource management can be regarded as
a ‘set of interrelated policies with an ideological and philosophical underpinning’.
HRM plays an important role in an organization. Human resource management is
the rational and effective exploitation and use of people of a company. In other
words, human resource management is the key to an organization's efficiency in its
work by increasing employee efficiency. Human resource management requires an
understanding of many aspects and the notion that man is the central element of
development.
The key human resource management functions include four areas: (i)
human resource planning, recruitment and selection: (ii) development of human
resources; (iii) compensation and benefits; and (iv) safety and health. (R.Wayne
Mondy, Robert M.Noe, Shane R.Premeaux, Human resource management, 1998).
Human resource management is related in the first functional area to the hiring
process from job posting to salary negotiation and finally to job offering. In this
function, the management of human resources takes three steps to plan, recruit and
select new employees for a company. This function can be considered as the very
first and major step to the success of other functions in human resource
management.

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 2.1. Recruitment and selection
2.1.1. Concept of recruitment and selection
A lot of scholars have researched and reviewed the concept of recruitment and
selection. Clearly, these two words are two things, but they are closely linked in
the success of finding the right candidates for the company. According to Bratton
and Gold (2007, p 239), “Recruitment is the process of generating a pool of
capable people to apply for employment to an organization. Selection is the
process by which managers and others use specific instruments to choose from a
pool of applicants a person or persons more likely to succeed in the job(s), given
management goals and legal requirements.” Recruitment is, in this opinion, the
first step towards selection, giving selection of the necessary condition for
selecting the right people for the organization. Through activity requires different
skills and expertise to perform effectively through the two activities being closely
linked.
Recruitment
Recruitment is a familiar concept and recruitment is defined in many ways.
The first definition, noticed by Barber’s (1998) is that “Recruitment
includes those practices and activities carried on by the organization with the
primary purpose of identifying and attracting potential employees”. It also
indicates that candidates should go through three recruitment stages, including
producing applications, retaining applicant status and affecting job selection.
The second definition by Luis R.Gosmez- Mejia, David B.Balkim, and
Robert L.Cardy (2004) is that recruitment is the process of finding and recruiting
the best qualified and appropriate applicants by both internal and external methods
for the open position in the organization.
Another definition by R. Wayne Mondy, Robert M.Noe, Shane
R.Premeaux, Human resources management (1998), is a basic theoretical
framework of the study because the author feels this best to examine the case of
Opec Plastics. Recruitment is the method of attracting people in a timely manner,
in sufficient numbers and with appropriate credentials and motivating them to
apply for work with an organization.

9
 In summary, if academics view recruitment differently, the core purpose of
recruiting is to prepare for the vacant position of a company for potential
candidates. Selection
Similar to the concept of recruiting, the organization's selection process is
described by many definitions.
According to John M.Ivancevich (2000, p 186), “Selection is the process by
which an organization chooses from a list of applicants the person or persons who
best meet selection criteria for the position available, considering current
environment condition”. In other words, the selection is the process by which an
organization selects the person or people who best suited to the selection criteria
for the open position from the list of candidates, taking into account the current
environment.
This study selects the concept of R. Wayne Mondy, Robert M.Noe, Shane
R.Premeaux, Human resources management (1998), as the key context for
evaluating the Opec case. “Selection is the process of choosing from a group of
applicants those individuals best suited for a particular position and an
organization”. In other words, this is the method of evaluating the candidates '
skills and attributes to decide who will be chosen as the organization's new
employee. This method is important for the company because of the reason is that
efficient selection processes will lead to super productive employees and good
organizational results.
2.1.2. The importance of recruitment and selection
Recruitment and selection played a major role in ensuring the success of
workers and their company. Recruitment and selection means not only replacing
retiring workers or adding new staff, but also choosing people who can do the job
well and contributing to the company. If companies choose qualified candidates
and employees for the job, train those staffs and treat them well, they can
successfully perform their job and show their loyalty to the company. If each
individual's performance is strong, the organizational performance would naturally
increase. In this situation, the organization's initial investment in these individuals
is right.

10
 Moreover, recruiting and selection is an organization's most expensive
operation. If this process is carried out properly and people are put in the right
place, the company can prevent unnecessary costs such as high staff turnover, poor
performance, and dissatisfied customers.
Besides, recruitment and selection also interact with other HRM functions
such as training and development, compensation and relationships between
employees. In terms of training, however, the job can be done well. In terms of
compensation, hiring workers is meant to predict people's future ability to work
and recruiters can have the right offer for new employees based on their ability
and the goals/ budget of the organization. Recruitment is linked to the retention of
workers. This means that people continue to be loyal to the company if they are
put in the right place.
Importance of Recruitment:
According to Neeraj Kumari, a study of the recruitment and selection
process: SMC Global (2012), he noted that recruitment helps to develop a talented
pool of potential candidates for the benefit of the company, to increase the number
of job seekers at a minimum cost and to increase the success rate of the selection
process by reducing the number of eligible or overqualified job seekers. In
addition, recruitment helps identify and train potential job applicants who are
going to be the best job applicant. Finally, it helps improve the efficiency of
specific recruitment methods and all types of job applicants in the company and
individual.
Importance of Selection:
According to Neeraj Kumari, a study of the recruitment and selection
process: SMC Global (2012), he mentioned that selection plays a pivotal role
because of three main reasons: efficiency, costs, and legal obligations and it is
important to select the right employees.
 Performance: Part of our own subordinates rely on our own performance.
Employees who have the right skills will do an excellent job for any
organization and the owner. Employees without the necessary skills or
abrasive abilities would not perform effectively and the performance of the

11
 company would suffer greatly. So that there is a time to check out
undesirables before taking the best and ideal candidate that can contribute
efficiently to the success of the company.
 Cost: It is crucial that recruiting and hiring workers is costly so that the
cost-benefit ratio has to be weighed when hiring employees in order to
avoid unnecessary waste of money and valuable resources. The overall cost
of hiring a new manager may potentially be much higher than once you
include interview time, recruitment fees, travel, reference testing and
moving expenses.
 Legal obligations: Due to the two legal implications of incompetent
recruiting, it is necessary. For selected classes, firstly equal employment
law requires non-discriminatory hiring procedures. First, courts will hold
the company responsible if workers with criminal records or other problems
use to access to customer homes to commit crimes. Courts may find the
company responsible when workers with criminal records or other
problems using consumer household exposure to crimes. Lawyers argue for
unethical employment of staff with such histories without adequate
safeguards. The incompetent recruiting thus stresses the need to think
through what the human needs of the work are. In order to avoid the idea of
incompetent recruiting, a concerted effort must be made to obtain relevant
information about the candidate and check all the documentation.
2.1.3. The recruitment and selection process
As mentioned above, the recruitment and selection process is immensely
important to any business and organization. There are several different recruitment
and selection processes based on the idea of scientists. According to Luis
R.Gomez, David B.Balkin and Robert L.Cardy in the textbook “Managing Human
Resource” (2011), there are three main steps in the hiring process which are
recruitment, selection, and socialization.

12
 Figure 2.1: The hiring process
(Source: Luis R.Gomez, David B.Balkin, and Robert L.Cardy, 2011)
From the figure above, the hiring process has three elements: recruitment,
selection and socialization, in which:
 Recruitment is an operation that generates a pool of qualified job
applicants. In the first step, an agency or corporation must notify the
marketplace about the availability of jobs and then attract candidates '
attention.
 Selection combines to make the final decision for applicants to be hired. In
the second step, it involves defining the characteristics essential for job
performance effectiveness and evaluating applicants on these
characteristics.
 Socialization concerns practices that guide new workers to the agency or
business in which they will work in the future.

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 2.1.3. Recruitment process

Figure 2.2: The recruitment process

(Source: Human Resource Management - R. Mondy, R.Noe, S.Premeaux, 1998)
a. Human resource planning (HRP):
Human resource planning (HRP) is a mechanism through which the
company defines, decides and schedules human resources needed to achieve its
organizational goals for both the short and the long term. This process involves
estimating labor supply from the organization's business and labor demand and
drawing up a plan to ensure that the organization always has sufficient qualified
people for the job. This strategy will address the questions of how many people are
best suited to the job and the business and what kind of people. Human resource
planning is often based on the concept that individuals are the most important
component of any organization's success, HRP is a strategic plan for successfully
managing and deploying staff, and is typically part of the organization's business

14
plan. In this case, Quinn Mills (1983) supposes that combines three important
activities:
 Identify and acquire the right number of skilled people.
 We are inspired to achieve high efficiency.
 Establish collaborative connections between business goals and
planning activities for people.
Human resource planning is a phrase that is part of the strategic plan.
Based on the strategic direction of the company, it includes addressing specific
needs within the company.

Figure 2.3: Human resource planning process

(Source: Essential human resource management practice,
Armstrong, M 2009)
 Scenario planning: Comprehensive analyses of possible environmental
changes and their potential impact on human needs.

15
  Demand forecasting: Predicting future needs for personnel and expertise
based on organizational and functional strategies and predictions of
possible levels of activity.
 Supply forecasting: Estimating the supply of people by reference to current
resource analyzes and future availability after waste is permitted. The
prediction will also take into account labor market trends in terms of skills
availability and demographics.
 Forecasting requirements: Analysis of demand and supply projections,
where applicable, to determine potential deficits or surpluses using models.
 Action planning: Preparing deficit planning strategies by internal
promotion, preparation or external recruitment. When applicable, schedule
the inevitable reduction to prevent any compulsory redundancies, when
possible. Build up some plans for flexibility and retention.
b. Alternatives to recruitment:
When taking into account the financial factor, the company may choose
other alternatives to recruitment. Because in some cases, the cost of recruitment
and selection is high, especially when the company wants to search for tough high-
level positions which are managers, high-skilled technicians, etc.. The company
should choose other ways to save money, for instance, outsourcing, contract jobs,
overtime and leasing of staffs.
 Outsourcing means that rather than internal employees, the company
transfers some features of the job to external providers.
 Contingent jobs apply to part-time workers, temporary workers and self-
employed contractors.
 Overtime is considered an alternative to recruiting in the short term.
Overtime means the time that employees need to take the work before and
after official working hours.
 Employee leasing means the company enters a lease deal with another
company. So the company still has to pay the leased staff a wage, but it
does not bear the obligation of an employer.
c. Recruitment:

16
 Recruitment is the method of recruiting applicants for open positions from
outside and within the company. The organization will pick candidates with the
most closely related work requirements. Internal factors include the organization's
recruitment policy, company size, and the number of staff costs associated with
the company's recruitment, development, and expansion plans. External factors
include the supply and demand of specific skills, political and legal considerations,
for instance, job reservations for reserved categories and the image of the
organization by job seekers.
 Job analysis is the method by which the job holder can define and assess
the role and skill or qualification that an employee must-have. Data on task
classification is used to generate job descriptions and job specifications.
Conducting career research can help recruiters identify the most appropriate
candidate for the job quickly.
 The job description is a written statement of the role of the holder and how
it is performed by the employee, and the job description explains the
credentials, skills and knowledge that the holder of the job has to perform
the job effectively. According to R. Wayne Mondy, Robert M.Noe, Shane
R.Premeaux, Human Resource Management (1998), the job description
usually includes the following items: major tasks performed, the ratio of
time spent on each task, performance levels to be met, working conditions
and potential hazards, the number of employees performing the job and to
whom they report, the tools and equipment used on the job.
 Internal and external recruitment:
HR department begins the recruiting process with the first step to define
recruitment sources and methods once the position has been identified and job
requirements have been agreed with role criteria. Applicants’ source may be
accessible from within the company or hired from outside sources. Types of
recruitment are the position of potential candidates. The recruiting strategies will
be determined once the recruitment sources are identified. The process of
recruiting is the approach that the company uses to attract potential applicants.
Methods of recruiting vary for internal and external applicants.

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  Internal recruitment:
The sources of the company which employees are moved from one
department to another or they get promotions. It helps to fill a role which are
known as internal recruiting sources. Internal recruiting is the cheapest way with
short time requirements, resources, and human resource recruitment process.
Internal recruiting may take place in the form of transfers, promotions, changes,
and demotions, retiring staff and workers who quitted the job, employee
dependents, employee relatives and job posts. There are both benefits and
drawbacks to the use of the system of internal sources.
Table 2.1: Benefits and drawbacks of sources/methods of different internal
recruitment

Sources/methods Benefits Drawbacks

 Transfer,  Less costly and time-  A small pool of
 Upgrading and saving, workers to choose
demotion,  Existing employees from,
 Promotions, have a chance to  Fewer chances to bring
 Retired and improve their jobs, new talents, concepts
retrenched  Further job and knowledge into the
employees, opportunities can be company,
 Dependents and created as a result of  Lack of control of tasks
relatives of internal promotion, due to employee
employees,  The company can aspirations of
 Job posting. make use of its pool transferring to another
of existing job,
employees,  Lack of cohesion in
 Promotes employee work teams due to team
loyalty. members moving to
other roles on a regular
basis,
 Chance of
confrontation and
infighting among those
workers seeking to
exploit the vacancies
available.
(Source: combined by the author)

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 Transfer: Workers transfer from one department to another without
changing their rank, duties or reputation. The move does not increase the number
of employees of the organization.
Promotions: Workers transfer to positions with greater reputation, higher
obligations and higher salaries. Again, the number of employees remains the same
with this approach. The person being promoted vacates his position at the moment.
Promotion motivates workers to achieve higher positions in order to improve their
performance.
Upgrading and demotion: Employees are moved to a new position or
lower-level position.
Retired and retired workers: In the case of a shortage of qualified staff or a
rise in the workload, such employees may also be hired again. Such people's
recruitment saves companies time and resources because people are already aware
of the organizational culture and policies and procedures.
Dependents and relatives of employees: Most businesses also do the
dependents and families of deceased workers and employees with disabilities so
that family members are not relying on the mercy of others.
Job posting: To order to inform workers of open positions, vacancy may be
placed on the internal board.
External recruitment:
While the internal recruiting sources/methods are very relevant, they can
not be used to fill the organization's vacancy. The company tends to use external
sources and methods in many situations. External recruiting outlets are regarded as
sources outside the company itself (such as contractors, job boards, etc.) to fill a
position. External recruitment is the organization's process of enrichment.
Employment at the factory gate, advertisements, labor contractors, employment
agencies, recommendations, job exchanges, unsolicited applicants, educational
institutions and recruitment at the factory gate may be the source of external
recruitment. There are also benefits and drawbacks when using external
recruitment sources.

19
 Table 2.2: Benefits and drawbacks of sources/methods of different external
recruitment

Sources/methods Benefits Drawbacks

 Employment at  Larger pool of  Costly and time-

Factory Gate, workers to find the consuming due to
 Media advertisements, best candidate from: needed advertising
 Employment the quality of and interviews,
exchanges, candidates could be  Candidates are
 Employment agencies, high as the selection unfamiliar with the
 Educational institutes, process will have organization's
 Labor contractors, more applicants than activities,
 Recommendations, when internally complexity of their
 Unsolicited applicants, recruited. This could role and internal
 Recruitment at factory result in a high scenario,
gate. quality of work  Existing
benefiting the employees are
company, discouraged.
 New employees from
outside the company
provide the
organization with
new skills, ideas and
experience,
 Does not create
another company
vacancy which will
then have to be filled
out (vacancy created
by someone leaving
job via promotion).

(Source: combined by the author)

20
 Factory-level employment: This is a type of external recruitment in which
vacancy applications are placed on boards outside the factory or at the gate. That
method of recruiting generally applies when employees of the factory are named.
There are people who continue to apply for work from one location to another.
Such applicants are called as applicants who are not asked. Such forms of
employees apply for their work on their own. Workers have a tendency to move
from one factory to another for this type of recruitment.
Advertising: It is an external source that plays a significant role in the
process of recruitment. Advertising's greatest advantage is that it covers a wide
market area and distributing candidates can obtain information from commercials.
Employment Exchanges: There are some government-run work exchanges.
Through such exchanges, most government undertakings and issues employ
people.
Employment Agencies: There are certain qualified organizations that aim to
hire and employ people, i.e. these private companies run by private entities
provide the requisite manpower to the poor.
Educational institutions: There are some professional institutions that serve
as an external source for the recruitment of fresh graduates from these institutions.
This method of recruiting is called campus recruitment through such educational
institutions. They have special recruiting cells that enable fresh candidates to
provide work.
Recommendations: Many people in a particular area have expertise. We
appreciate the company's reputation and a stand. There are certain positions that
are filled with such people's recommendations. This source's biggest drawback is
that the organization has to rely entirely on such people that can later prove
inefficient.
Labor contractors: These are the specialists who supply the manufacturing
plants with manpower. Workers are hired by these companies on a contract basis,
i.e. for a specific period of time. These individuals who are named must also leave
the concern under conditions when these contractors leave the organization.

21
 Unsolicited applicants: Most job seekers are visiting on their own office of
well-known companies. These callers are treated as a threat to the company's daily
work routine. But it can help to create the talent pool or the organization's likely
candidates database.
Recruitment At Factory Gate: Unqualified employees may be hired at the
gate of the factory when there is no permanent worker. There may be more
effective recruiting among these to fill permanent vacancies.

2.1.4. Selection process

Figure 2.4: The selection process

(Source: Human Resource Management - R. Mondy, R.Noe, S.Premeaux, 1998)

22
 This is the method of selecting the most suitable candidate from a wide
pool of applicants for the job and the company. The stage takes the following
steps: curriculum vitae screening, interview, technical analysis, reference check,
health inspection and job offers. Candidates who do not meet the requirements of
any steps are not allowed to take the next steps. For each company, the recruiting
process is important because hiring successful workers will result in the
organization's good performance. Highly productive workers will bring more
benefits than barely appropriate employees to the company. Not only about
employee and company efficiency, but inadequate selection can also contribute to
the organization's various costs. First, the selection process costs are quite high for
certain positions, particularly high-level positions. Second, any poor decision on
hiring can cause problems for employers and employees alike. From the point of
view of employers, recruiting an unqualified person for a position means that
workers have to pay for some training in order to improve the employee's skills
and qualifications. From the point of view of employees, being put in an
uncomfortable role will demotivate the employee and aggravate his / her
efficiency. Second, a wrong hiring decision will result in an organization's high
turnover rate.
The selection process is, in essence, a method of collective decision-
making. The company decides whether and how compelling the package is to hire
new employees. To return, the successful candidate decides whether or not he / she
and his / her goals match the company and job best.
In general, this process begins with the following steps:
a. Preliminary interview
The aim of the preliminary interview is to remove from the selection
process candidates whose qualifications/skills are not suitable for the job and the
organization based on the candidates ' details. The preliminary examination will
help to narrow the field of the nominee. In other words, it helps eliminate
applicants who do not meet the requirement of the job with credentials and skills.
As the justification for saving time and money, the preliminary interview is often
performed over the internet. Applicants can reveal some information through the

23
interview that is not specified in the application form. The information helps make
the decision easier for the recruiter.
The interview will help the company in other areas as well as the
unqualified exclusion of applicants. For example, a professional interviewer can
find that unsuitable applicants for this position can be appropriate for other
organization vacancies through the interview. Clearly, this style of interview
maximizes recruiting and selection efficiency.
b. Review of applications and resumes:
Review of applications is the next step in the selection process. At this
stage, the employer thoroughly studies candidates ' applications to determine if
they match the position. Many organizations have applications of their own and
require applicants to complete the default form. Usually, this form contains
information about the profile, detail activities, and experience, skills, and
achievements of the candidate. In general, certain details such as biological
information, educational information, work experience, approximate incomes,
other extracurricular information and references may be included in the form. In
this stage, the employer must decide whether there is a possible fit between the
qualifications of the applicants and the requirements of the position based on the
information provided in the application form. The applicants are invited to the
selection tests if the applicants ' applications and skills meet the requirements of
the job.
c. Selected tests:
For selection tests, candidates who pass preliminary interviews and
screening applications are invited to sit. This test is used to assess applicants '
ability to perform the work, but if the employee wants to perform the job, it can
not show applicants ' will. There are many types of tests performed to help find the
right person to do the organization's job. Candidates earning the test's highest
score are called for the next selection stage and those receiving lower scores are
refused. As R has noted. Mondy, R.Noe, S.Premeaux (7th edition), Selection tests
include standardization, objectivity, consistency, reliability and validity, most
important.

24
  Standardization refers to the uniformity of testing procedures and
conditions.
 Objectivity is achieved when the same results are obtained by all
individuals scoring the test.
 Guidelines provide a reference system for contrasting the success of the
applicant with that of the other applicants.
 Reliability is the degree to which the outcomes of the selection test are
accurate.
 Validity is the degree to which a test tests what it wants to assess is
validity. If the ability to perform the job can not be demonstrated by a
check, it has no meaning as a predictor.
There are several types of selection tests according to article Types of Tests
selection on Cite management Article link on April 2006:
 Aptitude Tests: This test measures applicants ' ability and skills, predicting
how well job seekers are going to perform their duties. Aptitudes can be
divided into general and mental abilities and specific skills such as
technological, clerical, manipulative, etc.. This check is more applicable
when the applicant has had little or no job opening experience along the
lines. It is commonly used in the identification of a clerical candidate.
 Achievement tests: whereas the candidate's skill and competence are
assessed by the aptitude test. This test measures how well the candidate
recognizes the success of the former job. The exam can be divided into a
test of job awareness and a test of work-sample.
 Job Awareness Tests: This test measures the awareness of the applicant
about the duties of a job for which the employee applies.
 Work-sample tests: The applicant is offered a generic work assignment
under this test and is asked to do the job.
 Intelligence Testing: This test tests the candidates ' intelligence quotient.
This consists of an age-graded series of problems with math, memory, and
vocabulary skills involved in the solution. The test involves in-depth verbal
comprehension, fluency of words, memory, inductive reasoning, facility of

25
 numbers, speed of vision, spatial visualization. This test is used to define
and assign employees at all levels.
 Interest tests: This questionnaire provides the answer to the candidate's
query about the candidate's likes and dislikes in relation to jobs,
professions, interests and recreational activities. The check also points out if
the applicant likes the job that the employee is applying for or dislikes. This
test has another advantage that makes it easier for employers to put a person
in a job that suits the employees.
 Personality tests: Personality refers to a person's qualities or attributes. A
person's personality greatly influences his / her success because certain
particular roles suit these characteristics. This test tried to find out the
applicants ' fundamental aspects so that the employer could decide whether
to meet the candidate's personality with the requirements of the job. There
are two basic types of personality testing: inventories of self-reporting and
projective testing. Inventories of self-report include making test-takers read
questions and then assess how well they are protected by the question or
comment. Projective testing involves introducing an abstract image, event,
or scenario to the test-taker and then asking them to interpret the test
element. Personality may be faked in some cases because the candidate is
sophisticated in providing socially acceptable responses.
d. Employment interview:
An employment interview is an interview that includes a conversation
between the applicant and the employer's representative conducted to evaluate
whether the candidate should be recruited or not. Interviews are one of the most
commonly used equipments for staff selection. The employer will ask about work
experience. They will want to know about the employee’s education and any
training that the employee has already have. In addition, it is possible to apply
multiple-choice forms to evaluate some special competencies of candidates such
as memory, the skill level of hands and so on. Interviews are used to learn and
evaluate candidates in many ways, such as experience, level, personality,
temperament, socializing ability, etc. The interview is important for both

26
individuals and organizations because the employee can freely express their
opinion and future vision during the interview. Nevertheless, there are also some
disadvantages when the organization uses the interview. Due to the fact that
opinion and evaluation of the interviewer maybe sometimes biased and subjective
to candidates. Besides, one conversation can not show clearly the ability of
candidates because of several reasons which are anxiety, dishonesty and so on. So
that candidates may sometimes forget to show their strength and key point or try to
not tell the interviewer the truth about their personality and ability.
Interviewing techniques
Interview is one of the assessment and selection methods used to select a
candidate. It's a kind of oral exam. According to the "Human Resource
Management, 13 edition" (Galy Desler, 2013), Interview is a process designed to
provide knowledge to an individual through oral responses to oral interview
questions in order to predict future job performance based on oral responses from
applicants. The next step is the pre-employment test evaluation interview.
Although psychological assessments and written tests are carried out, individual-
to-individual contact is always an important part of selecting a candidate. There
are many items that can be evaluated and measured through interviews, such as
behavioral characteristics, intellectual competence and psychological ability, etc.
There are two main types of interview collection, including a non-structured
interview, a structured interview.
Non-structured interview
The casual interview is known as a non-structured interview (guided
conversation or discovery interview). In a non-structured interview, the
interviewer can ask questions as they come to mind, not prepared in advance.
Unstructured interview allows recruiters to assess candidates equally eligible.
Since this interview style promotes a free-flowing discussion, however, they
appear to be much more relaxed and engage applicants during the interview and
feel more confident.

27
 Structured interview
Structured interview with formal instructions is defined as an interview.
Questions are suggested and interviewed or generated in the interview with the
guideline before all applicants are asked to answer a set of job-related questions
and all responses are graded in the same way. In the directive interview, there are
three types of questions that are often used:
 Situation question: The main purpose of the situation question is to try to
get candidates to know how to react to specific job situations. Through
important event analysis techniques, these questions can be encouraged.
 Work Knowledge Question: This type of question will decide if candidates
have the basic knowledge necessary to carry out specific tasks.
 Job obligation questions: the study questions must test candidates ' ability to
operate under the current working conditions.
Formal interviewing is a relevant factor in evaluating candidates ' job
performance. Therefore, in numerous companies as well as organisations, formal
interview is always used commonly and very effectively.
Interviewing methods
Types of interviewing types are the way employers conduct interviews.
There are several techniques of interviewing, including one-to - one interviews,
serial interviews, jury interviews, telephone interviews, and video / web
interviews.
One-to-one interview
This technique is extremely common in many businesses and organizations.
The one-to - one interview is known as a face-to-face or individual interview in
which two people meet alone and one interview the other. This technique allows
interviewees to get closer to each candidate and makes them feel more relaxed and
comfortable to show their best ability during the interview.
Sequential interview
Sequential interview is known as serial interview in the selection process.
Upon recruiting, many individuals will interview the candidate sequentially in the
sequential interview. Each interviewer will review and compare their assessment

28
at the same panel interview and then make a final decision. This approach makes
the interview findings more precise.
Panel interview
Interview with the panel is an interview with the community. Two or more
interviewers in the room interview the candidate simultaneously. Each interviewer
will pick up on the candidate's different features, strengths and weaknesses and
then incorporate their rating into a final score.
Phone interview
In today's technology growth, telephone interview is highly valuable.
Recruiters will conduct interviews by telephone entirely. This helps the
interviewer to accelerate. Interview and time-consuming minimization. This
approach can also be more effective than direct interviews to test applicants with
expertise in consciousness, intellect and personal contact.
Video/Web-assisted interview
Using the technology platform such as Skype, Google Hangouts, FaceTime,
a candidate is interviewed in a video / web-based interview. This method helps the
company and corporation to save a lot of time and costs. It also helps the interview
process to be initiated much more quickly than scheduling interviews in person.
Nonetheless, to have a good interview, both interviewer and applicants ensure the
best signal contact as well as preventing any technical issues.

e. Reference and background checks:

At this stage, the applicant will be asked to provide information about
referees in the event of information verification. Since past performance is seen as
an indicator of future results, the former employee can be a great reference point
for a deep understanding of the candidate's true ability to perform the job. In
comparison, the employer may validate the candidate's knowledge and gain further
insight into the candidate's talents, skills, abilities, and knowledge from someone
who actually observed and worked with the candidate. Reference and background
checks can take the form of a reference letter or a direct telephone call. By
conducting reference checks, the employer can avoid costs associated with failed

29
probation periods and poor performance, which can impact the organization's
guests or clients and damage its image and reputation.
f. Selection decision:
Upon obtaining information through the preceding steps, the selection
decision–the most important of all the measures–must be taken. The other stage is
the screening procedures used to limit the number of applicants. The final decision
must be made by the pool of individuals who pass tests, interviews and reference
checks.
However, the final decision becomes a daunting task when a large number
of job seekers are lined up for final selection, as was the case with HR staff
infuses. The views of the line manager will generally be taken into account in the
final selection because it is the employee who is responsible for the performance
of the new employee. The HR director plays a crucial role in the final selection.

g. Physical examination:
Despite meeting all the factors of education, knowledge, intelligence, good
moral character, the employees who do not have guaranteed health should not be
recruited. Getting a person with health is not guaranteed to affect the quality of
work performance and economic efficiency, besides it also creates many legal
troubles for businesses.
h. Employed individual:
After performing the above steps, if both parties agree, the enterprise will
decide to hire and the two parties will sign a labor contract. The Head of Human
Resources recommends that the manager should make a recruiting decision or sign
an employment contract. In the recruitment decision or in the employment
contract, it is necessary to specify the position, salary, probation period. It is the
responsibility of the boss to help candidates get quickly used to the new job.
2.2. Orientation
Orientation is to introduce the recruiting team to new hires about the
organization, the job, the work unit and other co-workers. It helps new hires get to
know new organisations, jobs and colleagues. Or in other words, it helps new

30
recruits in the company to know what they are expected to do and how they work.
Orientation is really important because it benefits employees as well as employers.
In general, orientation should include all information on the employment
situation (job, department and company), organization policy and regulation,
compensation and benefits, culture of the organization, career development,
socialization, and so on. In the orientation process, the HR department is working
to provide the training session with new hire supervisors and other roles. The
forms of on-site recruitment consist of work allocation, job training, probationary
training. Forms of offsite instruction include workshops, computer-based training,
programmed training, audiovisual methods, system simulators, etc. Other
approaches, such as role play, case study, laboratory training, achievement
incentive training, etc., can be used in addition to on-site and off-site training. New
employees can obtain an evaluation after the training process. The assessment may
reflect the new employee's feeling and ability to adapt. Through the test, managers
can learn more about new employee's attitudes and feeling in order to help new
employees transition more to new environments. Typically the orientation session
takes place in one day or several days, depending on the organization's policy. In
some businesses, workers are released to the functional department after the
general orientation and are given a different orientation within the department.
2.3. Factors affecting recruitment and selection
There are a plethora of different internal and external factors affect the
recruitment and selection of organizations. While the external factors are factors
that the organization is unable to interfere with or change for the organization's
sake, internal factors are factors that the organization can control. (Factors
Affecting the Recruitment and Selection Process of Private Commercial Banks in
Bangladesh, Dr. Nazrul Islam, Dr. MdWahidul Habib, Rukshana Karim Pathan,
2010)

31
 Figure 2.5: Internal and external factors affecting recruitment and selection
(Source: The author’s research)

a. Internal factors:
Internal factors include recruitment policy, human resource preparation,
image / goodwill, business size, cost of recruitment and selection, development
and expansion. In some other studies, the internal aspect, including organizational
size, recruitment policy, business image, job description, has a significant impact
on the recruitment and selection process. The author considers some of the
following factors:
 Recruitment policy
The organization's recruitment policy describes the recruiting criteria and
guidelines for the recruitment process, as well as pointing out the source and
recruitment system either from internal sources (from workers themselves) or from
external sources (from outside the organization). Many factors affect recruitment
strategies that are organizational priorities, organizations and their competitors '
personnel policies, reservation government policies, preferred recruiting sources,
company and recruitment costs required, and financial implications.

32
 The company generally prefers internal recruiting from internal sources and
the organization makes an internal call for application if there is an open position.
Another method of recruiting is less costly because current employees are familiar
with the company and can blend into the culture of the organization.
 Human resource planning
HR planning includes the organization's and the market's manpower. This
helps to determine the number of staff they need and what skills and qualifications
they need.
 Size of the organization
The organization's size influences the method of recruitment. If the
company needs to grow its business, the preparation of staff must be considered.
 Image of the organization
An organization's identity is another internal factor that affects the
organization's recruitment process. With a good image, the company attracts more
qualified and skilled employees and maintains productive personnel. The
organization's identity is generated by its actions. Organizations typically create a
good reputation by engaging in charitable programs that provide public services
such as road building, public parks, hospitals, and schools.
 Cost of recruitment and selection
The selection and recruiting process are always costly and the company
must fully interview any recruitment and hiring incurred. The company will
choose the recruiting strategy for the expense incurred, which carries a lower cost
but is equally efficient.
 Growth and expansion
Another aspect that influences recruitment and selection is the company's
growth and restructuring. If the business is to expand, it is necessary to increase
the number of employees.
b. External factors:
External factors, including internal factors, influence recruitment, and
selection more or less
 Supply and demand

33
 If the demand for a specific skill relative to the supply is strong, an
exceptional recruitment effort may be required. Of example, in comparison to the
demand-supply relationship of non-technical workers, the demand for
programmers and financial analysts is likely to be higher than their supply.
 Labor market
The labor market is especially important in terms of demand and supply of
labor. For instance, if there is a strong demand for a specific skill relative to its
availability, the recruitment process would increase the effort. Contrary to that, if
the supply is more than demand, the recruitment process will be smoother.
 Political - Social - Legal environment
The social and political climate can also have an effect on recruitment
policy. The change in government, for example, can have a direct impact on the
company's recruitment policy due to the change in government rules and
regulations.
Constitutional provisions surrounding the provision of jobs for
underprivileged castes etc. will have a positive impact on the organization's
recruitment policy.
The competitors ' recruitment practices often influence the organizations '
recruitment method. In order to face the pressure, companies often have to adapt
their recruiting practices according to the competitors ' policies.
 Unemployment rate
The unemployment rate of a given area is another influencing factor in the
recruitment process. If the unemployment rate is high, it will be easier to recruit
and vice versa.
 Competitors

34
 Competitors are always one of the things that any company needs to
consider. The employment practices of the rivals also have a major impact on the
organization's recruitment functions. Most companies are forced to change their
recruiting practices in line with the policies their rivals follow in order to face the
competition. If they do not observe the market closely, the company would easily
lose in the hands of the rivals promising applicants.
2.4. Theoretical framework
From all the research above, the author decided to use this theoretical
framework for the research from R. Mondy, R.Noe, S.Premeaux, Human Resource
Management (1998). Here is the theoretical framework:
Recruitment process

35
Selection process

36
 CHAPTER 3: CURRENT SITUATION OF RECRUITMENT AND
SELECTION PROCESS AT OPEC PLASTICS JSC

3.1. Overview of Opec Plastics JSC

3.1.1. Formation and development
Establishment History

With more than 17 years of history, Opec Plastics is now the largest
manufacturer of polymers in both Vietnam and South-East Asia. The firm is also
recognized as one of the leading producers of biodegradable packaging on the
domestic market, ranking No. 50 in Vietnam's top 100 largest private companies
and No. 118 in Vietnam's top 500 largest companies in 2018.. Opec Plastics has
branches and logistics centers across the North, Center and South of Vietnam with
the head office at 13th floor, BIDV Building, 194 Tran Quang Khai, Hanoi. The
company also has branches in Singapore, Malaysia, China, Dubai and the United
States. Opec Plastics also has plastic bag production facilities in Pho Noi A
Industrial Zone, Hung Yen Province and Km 56, Highway 5, Hai Duong Province
with a total area of about 10 ha. As a result, in terms of business size and business
development, Opec Plastics has maintained its leading position in the industry.

With its competitive advantages in Vietnam and its professional staff, Opec
Plastics is committed to serving and satisfying its professional products and
services to customers in domestic and foreign markets; in addition, its business
solutions would bring the highest efficiency to customers. Opec Plastics also takes
prestige as the leading criterion and the concept of win - win cooperation
throughout the activities of development and industry.

Development History

In 2002, Asia Plastic Factory was established and built in Nhu Quynh,
Province of Hung Yen.

In 2004, AID and South Asia subsidiaries specialized in the supply of raw
materials for the production and distribution of Asia Plastic Factory products were
founded in East Asia.

37
 From 2006 to 2008, Asia Plastic has won Vietnam's Gold Cup Products,
Gold Cup Environmental Protection, WTO Intellectual Property Compliance,
National Famous Brand Competition.

In 2009, Opec (Opec Plastics, JSC) has been developed by the Plastic Joint
Stock Company.

From 2010 to 2011, Investment companies with large capital, senior foreign
employees, business strategy focused on the value chain and supply chain of the
plastic chemical industry, foreign investment sector.

In 2012, New plant commissioning, now in the industrial zone of Pho Noi
A, Hung Yen Province, specializes in the manufacture of export PE packaging.
The company has become Dung Quat Oil Refinery's strategic partner, largely PP
plant product distribution.

In 2013, With Plastic Opec's status as one of Vietnam's leading plastic

business managers, it continued to expand its company and create more jobs for its
workers, ensuring life for its employees.

From 2014 to now, as one of South East Asia's best plastics firms, Opec
Plastics also aim to generate profits for other partners through the implementation
of a win - win and sustainable strategy.

3.1.2. Products
Opec Plastics has two main products which are plastic resin and
biodegradable packaging.

 Plastic resin including PP, HDPE, LLDPE, GPPS, LDPE, HIPS, ABS.
 Biodegradable packaging including PE T-shirt bag, flat bags on roll, C-
folded bags on roll, star-sealed bags on roll, T-shirt bags on roll, 3
folded flat style garbage bag, T-shirt shopping bags, T-shirt blocked
header bags, flat blocked header bags and so on.
Opec Plastics is the largest plastic resins distributor in Vietnam and
Southeast Asia markets. The company also providing logistics services with OPL

38
Shipping. Opec Plastics also provide distribution of packaging products, paper,
pulp, fiber. In manufacturing, Opec Plastics is known as one of the leading
biodegradable packaging manufacturers in the country.

3.1.3. Organizational structure

BOD (Chairman)

General Director Vice General Director

Strategy & Planning Import & Export Finance & Accounting

Department Department Department

Sales Department Logistic Department Admin & HR Department

Sourcing Department Packaging Department Internal Control

Department

Southern Branch Production Department CRM Department

Central Region Branch Quality Control Discipline & Reward

Department Department

Hai Phong Branch Supply Chain Management

Figure 3.1: OrganizationalDepartment
structure at Opec Plastics

(Source: Human resource department)

39
3.1.4. Vision, Mission
The goal of the company is to become a global, multi-sector organization.

Opec Plastics is committed to achieving sustainable development, creating

thousands of job opportunities, ensuring high salaries for workers, producing good
value for shareholders and investors, contributing to country development, and
advancing the efforts of corporate citizenship, social and environmental
responsibility. Opec Plastics offers and satisfies its domestic and international
customers with its high-quality products and services based on the company's
competitive advantages in Vietnam and its professional staff.

3.1.5. Business Outcome

Opec Plastics turnover rate in 2017 was 10,500 billion VND. In the year
2018, company’s revenue was about 16,000 billion VND. The company has
expanded to over 80 countries in the world with more than 2000 domestic
customers and more than 700 foreign customers.

Moreover, Opec Plastics is the largest plastic company in Vietnam from

2016 to 2017-2018 by revenue. The company was ranked 50 in the TOP 500
Largest Private Enterprises in Vietnam 2018 (2017 ranked 62), and ranked 118th
in the TOP 500 Largest Enterprises in Vietnam 2018 (2017 ranked 153).

3.1.6. Human Resources in Opec Plastics

The total number of employees in Opec Plastics is about 1,000 people
(including factory, member units and branches). The company still has internal
training courses for staffs such as: energy management; recruitment brand
management; human resources training department; project management training;
middle managers training; KPI courses; English courses; product training courses;
soft skills and professional courses (including Labor Law, Accounting profession,
Import-Export knowledge …)

40
 Opec Plastics is a business that manufactures and sells products related to
plastic. Since the company is developing to Stavian Group, its human resources
face with several problems in finding and recuiting qualified workers who are able
to speak some uncommon languages such as Japanese, Russian and have good
experiences on trading, logistics and sales. The company has many shortcomings
in recruiting employees in the required positions because many employees are
good at trading, but logistics only speak good English but not some other unusual
languages. This impacts not only the workers ' time and effort, but also the
company's money, resources and training costs..
3.2. Current situation of recruitment and selection process at Opec Plastics
3.2.1. Respondent profile

The author has sent the survey to 61 employees in Opec Plastics and there
are 61 feedbacks the author has received from those employees. There are 52 valid
answers that the author finally gets to analyze from 61 answers. The survey
includes several questions concerning the department of workers, age,
employment, class, number of years of work at Opec Plastics company.
Nevertheless, only the gender and number of years working at Opec Plastics
company are two pieces of information that the author takes to analyze. So that the
information would be illustrated as follows:

Gender

Figure 3.1: Gender in Opec Plastics

(Source: The author’s survey)

41
 Looking at the pie chart, there is 61.5% female staff at Opec Plastics while
the figure for male employees is 38.5%. It is clear that the percentages of these
two categories are not equal. The number of female staff is significantly higher
than the figure for male staff.

Number of years in Opec Plastics

Figure 3.2: Number of years in Opec Plastics

(Source: The author’s survey)

Looking at the above pie chart, it is clear that the majority of Opec Plastics
employees have been employed there for less than 3 years. Specifically, 46.2% of
employees who responded to the survey stated that they have worked there for 1-3
years, which is also the highest proportion shown in the above chart. This was
followed by the number of people who have worked at the company for less than a
year, which stood at 30.8%. The proportions of senior employees pale in
comparison with those of new employees with only 19.2% of employees
responded that they have worked there for 3-10 years.

3.2.2. Current situation of recruitment process at Opec Plastics

There are two different steps in the recruitment process at Opec Plastics
which are recruitment planning and announcing job vacancies.

42
 Figure 3.3: The recruitment process at Opec Plastics

(Source: Human Resource Department)

Recruitment planning

As described above, recruitment preparation plays a key role in companies

because it helps the client find the best suited applicants for each position.
Recruitment planning is always concentrated by human resources department of
Opec Plastics company. All departments in Opec Plastics will have about 20 days
before a new quarter to send the number of positions that need to hire new
employees for HR department to make a plan and evaluate it. After a thorough
interview with the HR manager in Opec Plastics, she provided some information:
“ The recruitment planning is extremely crucial. HRD always spends a great deal
of time to discuss with each other and plan the most effective recruitment
planning. It often takes about 20 days to prepare the plan before sending to the
director.” So that the director is the person who controls and approves all the
recruitment planning after human resource management sends it to them.

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 Announcing job vacancies

 Channel of recruitment

Figure 3.4: Channels of recruitment

(Source: The author’s survey)

Looking at the pie chart, referral from friends/ relatives accounts for 42.3%,
which is the highest proportion of all channels of recruitment. This means that the
internal method is the most effective method for Opec Plastics to look for new
qualified employees. Opec Plastics also has the policy to encourage existing
employees to refer their friends and relatives several jobs when the company
wants to hire new employees. So that all the employees in Opec Plastics chose that
they will refer their friends and relatives to get a job at Opec Plastics company.
Besides, Opec Plastics company also uses some other external methods to recruit
the most suitable employees, which include headhunter, recruitment advertisement
on the internet website and recruitment advertisement in the
newspaper/magazines. The proportion of employees choosing they knew the job
offer through recruitment advertisement on the internet website is the second-
highest figure at 40.4%. Whereas the figures for Headhunter and recruitment
advertisement in the newspaper/magazines are lower at 23.1% and 5.8%
respectively. This is a result that is easy to understand because of the development
of technology, people are no longer using newspaper and magazines as a material
to look for a job, only the employees who work at Opec Plastics for more than 5 or
6 years choose this external method to inform job’s vacancy of the company.

44
 Recruitment sources and methods
 Internal source

Figure 3.5: Internal source

(Source: The author’s survey)
The figure for employees who know the job’s vacancy from present
employees is 92.3%, which is much higher than employees who know the job’s
vacancy from retired employees, at only 7.7%. As mentioned above, there is a
policy that supports and encourages present employees to refer their friends and
relatives to the company.
 External source

Figure 3.6: External source

(Source: The author’s survey)

Opec Plastics company always requires to hire new employees with more
than 1 year of experience in some important positions, which are related to their

45
business such as accountant, sales position, lawyer, import-export specialist and so
on. This is the reason why the company does not consider the campus interview as
an external source for them to recruit new employees. Among 29 employees who
know the job’s vacancy of Opec Plastics through external sources, 77.8% of those
employees knew the job’s vacancy through advertisement and only 29.6% of them
got the information on recruitment from employment agencies.

Job description

The job description posted on job advertisements plays a pivotal role in

order to assist candidates to understand clearly the job and the company’s
requirements which the candidates apply for. The author summarized the survey
results about the job description posted on job advertisements of Opec Plastics as
follow:

Results
Question 5,6
Yes No

71.2% 28.8%
Does your position have a clear job description? 37/52 15/52

80.8% 19.2%
Was the job description posted on job advertisement? 42/52 10/51

Table 3.1 : The rating of the job description

(Source: The author’s survey)

Looking at the table above, the figures for the answer “Yes” for the
question 5 and question 6 are 71.2% and 80.8% respectively, which are much
higher than the answer “No”. It shows that the employees believe that their job
description is clear and post adequately on the job advertisement. The reason for
the result mentioned above is that Opec Plastics provides adequate information on

46
the job which includes job summary, key responsibilities of the job, educational
qualification, benefits, and other skills that the company requires the best-qualified
candidates should have. The result of the survey from the employees is shown
below:

Figure 3.7: The information in job description

(Source: The author’s survey)

Looking at the result, it is immediately apparent that the areas where Opec
Plastics did the best in terms of providing adequate information in the job
description are “Key Responsibilities”, “Educational Qualification”, and “Other
Skills”, standing at 66%, 82%, and 68% respectively. Furthermore, it is worth-
noticing that the figures for “Working condition” and “Benefits” are fairly similar,
at 15% and 16% respectively. The area which needs the most improvement in job
description of the company is “Report line system”, as only 2% of those surveyed
responded that the job description provided adequate information in this category.

47
 Job description posted on job advertisement

Figure 3.8: The rating about the existence of job description on job
advertisement
(Source: The author’s survey)
The result of the survey clearly demonstrates that the majority of available
positions posted on job advertisement websites come with a job description, as
80.8% of those surveyed answered “Yes”, while only 19.2% of people answered
“No”.
When the employees were asked about whether the job description is clear,
transparent, specific, and relevant to the job that the employees are performing, the
survey result is shown below:

Figure 3.9: The rating about job description

(Source: The author’s survey)
It is immediately obvious that close to three-fourths of employees believed
that the job description is clear and captures the essence of the job they are
required to perform. However, there is definitely still room for improvement, as

48
one-fourth of employees responded that the job description is not easy to
understand or vague. Here is an example of job description that HR department
team does, which can immediately see that they provide adequate information for
candidates:

Figure 3.10: An example of job description that posted on job advertisement

(Source: The author’s research)

Overall, while opening a position, the organization prioritizes an internal

search for candidates from existing employees who tend to use internal sources to

49
control costs and also to create opportunities for employees to rotate or promote.
This is financially beneficial, but it restricts the pool of candidates and the influx
of new ideas into the business. The employees are the first people to be announced
when any jobs are available at the company.

3.2.3. Current situation of selection process at Opec Plastics

There are four basic steps in the selection process which are receiving CV
and shortlist candidates, testing, interview, and selection decision. The author also
considers health check and reference check as two important steps for the
organization to choose the best-suited candidates.

Figure 3.11: The selection process at Opec Plastics

(Source: Human Resource Department)

Receiving CV and shortlist candidates

After the recruitment process, the selection process will continue. The first
step in the selection process is to submit CVs and shortlist applicants. According
to the survey, there are half of the answers say that when applying for a job at

50
Opec Plastics, the employees did attach their CV, cover letter and the educational
degree to show their ability to the company while half of the answers show that
they did not attach cover letter to show their ambition and engagement to the
company. However, the Opec Plastics company does not have a standard
CVs/resume for candidates to base on. As Mrs. Nga HR Associate claims the bulk
of applications are from Vietnamworks and current employees, and these are both
two primary recruiting sources at Opec Plastics. People apply for a job at Opec
Plastics by uploading the prepared CVs to the website or submitting them to the
HR department. The prototype of the CVs is not required and Opec Plastics HR
Associate acknowledges that this has both advantages and disadvantages.

Besides, when the author took in-depth interview, Ms. Ngan Ha an

employee viewed that “Applicants can be free to choose the way to design their
CVs, and through the CVs designation, we may understand their traits of whether
they are clumsy/neat or professional. Sometimes, we may spot if the candidates
are not mindful of CVs, he/she may not mindful of the job”. However, she also
argues that: “The template-free CVs sometimes causes difficulties for the recruiter.
Because there is not any template for CVs, the candidates have the right to choose
what information they want to share on their CVs. Hence sometimes we are
looking for the necessary information to compare the candidates to select; we find
it nowhere on their CVs and that makes the making decision harder. Because the
CVs are not standardized, it may take more time for the recruiter or hiring
department to screen CVs”. The survey also shows the assessment of time that the
candidates are contacted by Opec Plastics after submitting their CV/resume.

51
 Figure 3.12: The information of time that Opec Plastics contacts the
candidates after submitting the CVs

(Source: The author’s survey)

It is clear that from the chart above, the percentage of the time period that
Opec Plastics company contact to its candidates after submitting the CVs for 2
weeks is the highest, at 38.5%. The figures for the amount of time that Opec
Plastics company contact its candidates after submitting the CVs 1 week and less
than 1 week are lower, at 26.9% and 23.1% respectively. Finally, the proportion of
the time period that Opec Plastics company contact to its candidates after
submitting the CVs for 3 weeks is the lowest, at 11.5%. However, the percentage
of the time period that candidates are contacted after submitting the CVs for more
than 2 weeks shows that the HR department takes a lot of time to contact the
candidates.

Testing

In order to get the most suitable candidates that meet the requirement of
knowledge and skills that the organization needs, there are several kinds of tests
are taken to evaluate the candidates better. Here are some specific tests that are
taken to evaluate new employees at Opec Plastics:

52
 Figure 3.13: The tests that Opec Plastics takes to evaluate the candidates

(Source: The author’s survey)

Looking at the bar chart above, 60.4% of employees said that they did an
aptitude test at Opec Plastics. The highest proportion of the tests were taken is the
job-knowledge test, at 66.7%. only a few employees said that they did the
personality test and work sample test at Opec Plastics which accounted for 10.4%
and 8.3% respectively.

About the test’s content, here is the result of the survey:

Results

Question 15,16
Totally Totally
Disagree Neutral Agree
Disagree Agree

0% 0% 25.5% 66.7% 7.8%

Tests’ content is relevant to the job’s
0 0 13/52 34/52 4/52
content?

0% 26.9% 32.7% 36.5% 3.8%

Tests reflect the ability and skills of
0 14/52 17/52 19/52 2/52
candidates accurately?

Table 3.2: Test Validity

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 (Source: The author’s survey)

As can be seen from the table, 66.7% of employees agree and 7.8% of
employees totally agree that the questions of the tests were relevant to the job they
are working on. However, there is only 25.5% of employees said that the tests
were not related to their work. Besides, according to the next question in the
survey, many employees think that the tests at Opec Plastics did not reflect their
abilities and skills because the employees believe that the tests are not reliable and
valid. Many employees think that tests sometimes do not reflect their true strength
because they can act and practice better than basic knowledge that the tests have.

Interview

After taking the tests, the candidates who pass the tests will be contacted
for an interview. There are different interview rounds number base on the position
and requirements of the company. The result’s survey of employees is shown
below:

Figure 3.14: The number of interview rounds at Opec Plastics

(Source: The author’s survey)

From the result, the majority of employees have to take 2 interview rounds
at Opec Plastics. 30.8% of employees said that they took 3 rounds because of their
position required more interview times and according to Mrs. Nguyet HR Manager
“There are some different cases the interviewers need to reinterview to shortlist

54
the best candidates because at that time there are many qualified candidates that
should be in consideration”. However, there are also some different cases and
situations that the employees showed the strength and ability clearly that they just
needed to take 1 round interview with the head manager of their department. In
general, after passing the first round of the interview, the candidates are invited to
take a panel interview with the managers from HR department and from the head
manager of the positions which are requested for hiring new employees.

The results of the interview are represented as the four pie charts below:

Figure 3.15: The types and methods of an interview at Opec Plastics

(Source: The author’s survey)

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 With respect to the questionnaire, during the interview, Opec Plastics uses
organized and unstructured questions to obtain information from the applicants.
Depending on the position, the interview board participants vary widely from
different boards of judges.

Figure 3.16: Interview quality

(Source: The author’s survey)

The majority of respondents agree in terms of the interview that the

interview questions are relevant to the job and the interview board is nice.
Employees judge the interview in Opec Plastics well because the outcome of the
interview is taken into account and there is a discrepancy between the interview
rounds and the result of the study.

56
 In summary, Opec Plastics interviews are often performed in a board
interview where opinions can be rendered by more than two evaluators. The
selection board also includes at least 1 person with experience and 1 person from
the HR department to ensure that the interview questions are relevant to the job
and show the interviewees ' personal characteristics when appropriate.

Heath check

The health check is not compulsory at Opec Plastics. From the result,
67.3% of the respondents from employees said that they did not have health
checks when they got a job at Opec Plastics. This is a lack of certainty for Opec
Plastics because the company may not be sure that the employees are physically
and mentally suitable for the job position. The result of the survey is shown as
follows:

Figure 3.17: The number of candidates taking health check at Opec Plastics
(Source: The author’s survey)

Reference check

The reference check also occurs in the cycle of Opec Plastics, but it is not
compulsory. A recruiter may or may not choose to search. The optional and
random reference search is dangerous for the company and this form of tests had
been carried out by very few employees. Since the main purpose of the reference
check is to prevent the applicant from being blind-sided, who is unable to perform

57
the job they have applied for. This is clearly reflected in the survey by respondents
' responses below:

Results
Question 25,26
Yes No

21.2% 78.8%
Did you go through a reference check?
11/52 41/52

If yes, are you satisfied with the way Opec checked 63.2% 36.8%

reference? 12/19 7/19

Table 3.3: The rating of reference check at Opec Plastics

(Source: The author’s survey)

There is only 21.2% of employees said that they did go through a reference
check. However, there is a good point that most of them are satisfied with the way
Opec Plastics checked the reference. That is because they said they felt
comfortable with the questions that Opec Plastics asked when they checked the
reference.

3.2.4. Recruitment and selection process at Opec Plastics

The employees at Opec Plastics that join in the survey have evaluated the
process of recruitment and selection is quite good. According to the result, only
9.6% of employees said that the recruitment and selection process at Opec Plastics
is complicated with many steps because those employees had to participate in
more than 2 interview rounds and they feel the tests are not valid and reliable with
them. However, the figure for the answers “Resonable sufficient” and “So so” are
44.2% and 46.2% respectively, which reflects the efficiency of the recruitment and
selection process at Opec Plastics. The result of the respondents is shown below:

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Figure 3.18: The evaluation of the recruitment and selection process at Opec
Plastics
(Source: The author’s survey)

Figure 3.19: The rating of the recruitment and selection process at Opec
Plastics
(Source: The author’s survey)

Overall, from the chart above, most of the employees satisfied with the
recruitment and selection at Opec Plastics because they had passed the recruitment
and selection of the company and they also feel that the company offers them good
salaries and working conditions. In detail, when the employees were asked about
the reasons why they accepted the job offer from Opec Plastics, most of them feel
that the company provides many benefits to their careers and living standard
which are competitive salary and compensation package; good working
environment; good career development; the company’s reputation. The
respondents are shown as a bar chart below:

59
 Figure 3.20: The reasons for accepting the job offer at Opec Plastics
(Source: The author’s survey)

Many employees have given their opinions about which of the problems
that Opec Plastics have in the recruitment and selection process. “Job vacant
notification cannot be widely announced to potential candidates” is the answer that
the employees think it is the most crucial problems of Opec Plastics. Besides, the
employees who had to participate in more than 2 rounds of the interview process
said that the process of recruitment and selection is time-consuming. “The
selection is subjective” is also considered as a major problem because the
employees think that the managers sometimes choose the qualified candidates due
to several reasons that are subjective like the managers like their personalities even
though they did not show better ability as others. Some employees agree that the
selection criteria are not clearly informed widely to many potential candidates and
the selection is not transparent are the two problems of the recruitment and
selection process because they think that it is better to public the selection criteria
to candidates so that they will know their weak points and the reason why they did
not pass the recruitment and selection process. The survey’s result is shown below:

60
 Figure 3.21: The problems of recruitment and selection process at Opec
Plastics
(Source: The author’s survey)

According to the opinion of Ms. Huyen, an chief executive assistant

mentioned that “Opec Plastics requires high-level working abilities of the
candidates if they want to have a job in the company.” This means that the
company always wants to hire employees who have experiences, which are hard to
look for new ideas and new innovation for the company.

In summary, there are several reasons and problems with the recruitment
and selection process of Opec Plastics that are needed to be tackled by many
different solutions and actions that HR department should consider to change and
adapt.

3.2.5. Socialization

After accepting the job offer from Opec Plastics, candidates may arrange a
time to start their new job at Opec Plastics. The welcoming new employees at
Opec Plastics only happens when the HR department prepares a workshop to
introduce the company for about 15 new employees at a time. There are some
situations that the employees have worked for about 1 month or more until they
have a chance to participate in an orientation day. However, look at the result
below, many employees agree that the information that is provided in the
orientation day is too general. There is only 21.2% of employees said that the

61
orientation day provides useful and interesting information. According to some in-
depth interview answers, the information on orientation day is all about the
company’s history and key points that Opec Plastics looks for at the employees.
However, there is a short amount of time for new employees to get along with the
organization due to several factors that they mentioned in the survey.

Figure 3.22: The rating about Orientation day at Opec Plastics

(Source: The author’s survey)

There is only 38.5% of employees said that they had problems and
difficulties when they tried to socialize with the colleagues while 61.5% of them
agreed that they did not have any difficulties when they first came to the
organization. From the survey, the respondents “The work was too hard”
accounted for 32% among 25 employees who said that they got difficulties when
they tried to socialize, which is quite high. Besides, the answers “Line managers
did not instruct you to do the job carefully” and “Colleagues were not friendly and
helpful” have the same proportion of 20% which is shown that the new employees
are not instructed carefully.

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 Figure 3.23: The difficulties in socialization at Opec Plastics
(Source: The author’s survey)

3.3. Summary of findings on recruitment and selection process at Opec

Plastics JSC
Opec Plastics JSC company is a large organization with a history of more
than 10 years of development. The company has a strong position in the market of
the plastics industry in Vietnam. The recruitment and selection of Opec Plastics
JSC have some strengths and weaknesses as following:
Strong points of the recruitment and selection at Opec Plastics JSC
 Opec Plastics JSC's recruitment and selection process is adequate,
transparent and solid which is easy for employees to follow the process.
 The selection board and interviews are strongly assessed by the
interviewee, as questions based on work material and questions help to
correctly assess and evaluate candidates.
 The job descriptions are clear because they provide clear and transparent
information about requirements and also job content. Besides, the job
descriptions are completely posted on job advertisement which can help the
candidates have an overview and clear job requirements that the position
and company look for.
 Opec Plastics is good at creating such an accurate and enticing job
description that can give the new hires a clear and good vision of the job at
times.

63
 Weak points of the recruitment and selection at Opec Plastics JSC
 The company does not have a health check that can ensure the employees
have good physically and mentally healthy for the job before choosing
official employees. They only request new employees to submit a medical
examination after they are elected.
 The omission of the reference testing process so that the interviewer is
arbitrarily blinded by the interviewee's knowledge and ability.
 The new employees are not welcomed in the best way when they first come
to the company and the information that is provided in orientation day is
too general.
There are several problems are highlighted in the process of recruitment
and selection at Opec Plastics JSC due to the following reasons. Firstly, Opec
Plastics sells plastic products, so the company requires its employees, especially
Sales staff, to be knowledgeable about plastic products. Besides, the company's
requirement is that employees must have good knowledge of plastics, business
knowledge and knowledge of many foreign languages. It is very difficult to find
employees with good business knowledge but do not know the languages used by
few people like Russian, Spanish and so on. Secondly, In addition, the plastic resin
business has more and more competitors as well as many objections about the use
of plastic products and products which are related to plastics. There is an
important impact on the plastics business in the future in terms of recruiting
talented people for the company because many employees and people think that in
the future, plastics may no longer be popular and used anymore. Ultimately, when
implementing policies, the organization sometimes has difficulties because it has
to follow both corporate policies and ensure that Vietnam's legislation is obeyed.

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65
 CHAPTER 4: RECOMMENDATIONS TO ENHANCE RECRUITMENT
AND SELECTION PROCESS AT OPEC PLASTICS JSC

Opec Plastics selection and recruitment still have some drawbacks and this
is accounted for several reasons as discussed in the last chapter such as large and
general job description, template CVs, low reliability and validity of test method
selection, general orientation programs and lack of the mechanism to represent the
applicants ' past performance. Different approaches for Opec Plastics are aimed at
improving the recruitment and selection of highly qualified people, Opec Plastics
should apply these steps as described below:
4.1. Directions and objectives of the company from 2020-2025
Opec Plastics is a large company in the plastics industry in Vietnam. Opec
Plastics has a long standing strategy. Opec Plastics wants to be a global company
which will provides and sells plastics to many customers from different countries
in the world. Because of this ambition, Opec Plastics provides and attracts its
domestic and international customers with its high-quality products and services
based on the company's competitive advantages and the professional staff in
Vietnam.
However, with the objection of using plastics, especially plastics bags,
there are a lot of problems for the company and its strategy in the future. The
actions against plastic waste is being responded positively by the authorities and
the people all over the world. The company may need some innovations and
creative ideas from the potential employees and young employees to solve these
problems.
In summary, Opec Plastics is growing and, in terms of both quantity and
quality, it is important that it has such a demand for human resources. In order to
fulfill the employees with high-quality and good ability, Opec Plastics should have
some measures to enhance its recruitment and selection to have the best-fit people
for the company.

66
4.2. Specific solution
With the purpose of enhancing recruitment and selection in order to have
highly qualified people with expertise, Opec Plastics should apply such steps as
suggested:
4.2.1. Standardization of model CVs and description of parameters for
screening CVs
Applicants must submit their own curriculum with their details on their
expertise, credentials, schooling, experience, and so on when applying for a job at
Opec Plastics. It gives recruiters more or less difficulty in selecting the best
candidates for the job. Often, there is no detail in the resume that the recruiter may
be searching for to determine whether to pick up one person over another.
Screening CVs with different designs and styles may be time-consuming as
recruiters have to go to different locations of different CVs for reading the same
details, comparing shortlist candidates. For Opec Plastics, standardizing CVs
application for a job is important because, for the information they want to do the
selection better, the company may need in the CVs. Therefore, the recruiter can
save some time to search for CVs as the employees can find the information
necessary to read. In terms of the scanning process of CVs, Human Resource in
many cases scans CVs and gives the recruiting team a shortlist.
4.2.2. Enhancing tests
At Opec Plastics, tests are not applied for each position. The result of the
test and the interview sometimes conflict with each other, and Opec Plastics
chooses to trust the result of the interview rather than the test in this case. To
remove this issue from the selection process, Opec Plastics should carry out
certain acts such as: applying different types of tests to different positions because
not all positions; tests should be modified and different after recruitment of any
positions. Besides, Opec Plastics HR department should also create valid and
reliable criteria for evaluating test results and accurately determining candidates'
knowledge and ability; proper planning of tests and the quality of tests should be
relevant to the job.
4.2.3. Enhancing the activities of reference checks

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 At Opec Plastics, at the moment, the reference test is not mandatory, so
employers are one-sided blind by the new hires ' details. Employers simply listen
to new hires and can not represent their past performance's real ability. It's
dangerous for the company because if the new hire is based on their work
performance and capacity and is selected for the role, recruiting wrong people is a
harm to the company. It can begin with the preparation of recruiters ' questions to
approach the former information and training manager on how to get the
information correctly without compromising the relationship between the
candidates and their manager and their credibility and career.
4.2.4. Creating an appropriate orientation program
The orientation program is currently too common for many new hires. The
new employees need to learn a lot about the business for just 4 hours and some of
the orientation session's information is not relevant to different kinds of jobs. The
orientation session should be updated by the training team. The team should
develop different programs for different positions instead of using one program for
everyone. For others, the information needed for this job may be unnecessary. The
employee orientation activities should, therefore, be designed to keep the staff
involved and interested in the presentation. When done correctly, employees feel a
sense of responsibility towards the workplace and the rules in place. Workers who
are happy work harder and have better performance. Much productive staff shows
the company's great performance. In short, whenever a position is available, the
organization prioritizes making an internal request from existing employees for
candidates, first opting to use internal sources to control costs and also creating
opportunities for employees to rotate or promote. This is advantageous in financial
terms, but it reduces applicants ' pool and infuses new ideas into the business.

CONCLUSION
This research is prepared to understand the importance and specifically the
recruitment and selection process to explain the case study of Opec Plastics JSC.
Through the results prompted by the questionnaire, it gave a clear understanding

68
of this process, the reasons why workers want to have their jobs, ways to attract
more applicants, their effect on the outside world, how recruitment and selection
processes are dependent on each other or influence each other.
The author proposes a set of tactics to improve recruitment and selection at
Opec Plastics based on the theory context and empirical research. The
recommendation includes enhancing job description and creating desk procedures
for each job, standardization of model CVs and description of parameters for
screening CVs, enhancing tests and the activities of reference checks, creating an
appropriate orientation program. Ultimately, the results of this research were
expected to help Opec Plastics through its challenging time, reduce human
resource anxiety and frustration due to high turnover rate.

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 REFERENCES
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Resource Management Practice, London”.
2. Bratton, John and Gold, Jeffrey (2007). Human resource management: theories
and practice (4thed). Basingstoke: Palgrave.
3. Dr. Nazrul Islam Dr.MdWahidul Habib Rukshana Karim Pathan (2010),
Factors Affecting the Recruitment and Selection Process of Private
Commercial Banks in Bangladesh.
4. Luis R, Gomez-Mejia, David B.Balkin and Robert L.Cardy. (2004). Managing
Human resources. Pearson Education, Inc.
5. Mondy, R. W. and Noe, R. M. (1996) Human Resource Management, 6thed.
Prentice Hall.
6. Neeraj Kumari (2012), A Study of the Recruitment and Selection process:
SMCGlobal
7. Rakib Ahmed (2013), Employee Recruitment and Selection Procedures of
NGOs in Bangladesh: A Study on BRAC.
Website
8. Which external factors are affecting recruitment?. Address:
https://www.assignmentpoint.com/business/human-resource-management/which-external-
factors-are-affecting-recruitment.html
9. Sources of recruitment. Address:
http://www.economicsdiscussion.net/recruitment/sources-of-recruitment-in-hrm/31758
10. Types of tests for selection. Address:
https://www.citeman.com/359-types-of-tests-for-selection.html
11. Types of recruitment. Address:
https://www.managementstudyguide.com/types-of-recruitment.htm

APPENDIX 1
QUESTIONNAIRE ON RECRUITMENT AND SELECTION PROCESS AT
OPEC PLASTICS JSC

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 QUESTIONNAIRE FOR EMPLOYEES

Here is the survey of the recruitment and selection process at Opec Plastics
JSC for finding the shortcomings in the recruitment and selection process at Opec
Plastics JSC and searching for the solution for the ỉmprovement of the process in
the future. Please answer all the questions below.

I. General information:

Your name:............................................Department:..........................................

Age: ……………………………………Working position:.................................

Gender: □ Male □ Female

How long have you been working in Opec Plastics:

□ <1 year □ 1-3 years □ 3-10 years □ >10 years

II. Questionnaires:

1. By which method were you informed of Opec Plastics Company’s vacancy?

□ Internal job posting
□ Referral from friends/relatives
□ Recruitment advertisement on the internet website
□ Recruitment advertisement on newspaper/magazines
□ Headhunter

2. What sources of recruitment did you come from?

□ Internal Source □ External Source

3. If the answer in question 3 is Internal Source, what is the source for internal
sourcing among the following?

□ Present Employees □ Retired Employees

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4. If the answer in question 3 is External Source, what is the source for external
sourcing among the following?

□ Campus Interview

□ Employment Agencies

□ Advertisement

□ Others, if any please mention it …………………………………..

5. Does your position have a clear job description?

□ Yes □ No

6. Was the job description posted on job advertisement?

□ Yes □ No

7. Do you know who prepares job description for position?

□ Board of directors □ Line Manager

□ Former job holder □ Human Resource Department

8. Do you think that your job description is clear, transparent, specific, and
relevant to the job you are performing?

□ Yes □ No

9. If Yes, which information was covered in the job advertisement?

□ Key responsibilities □ Report line system

□ Educational qualification □ Other skills

□ Working condition □ Benefits

□ Others, please specify……………………………………………………..

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10. When applying for a job at Opec, did you attach your CVs, cover letter and
educational degree to show your ability ?

□ Yes □ No

11. Does your company standardize CVs/resume for candidates?

□ Yes □ No

12. Are the selection criteria clear and transparent?

□ Yes □ No

13. How long does it take for you to receive the response from Opec?

□ Less than 1 week □ 1 week

□ 2 weeks □ 3 weeks

14. Which of the following tests did you sit for as the selection procedure of
Opec?

□ Aptitude test □ Job-knowledge test

□ Personality test □ Work sample test

□ Others, please specify…………………………………………………….

15. Tests’ content is relevant to the job’s content?

□ Totally agree □ Agree □ Neutral □ Disagree □ Totally disagree

16. Tests reflect the ability and skills of candidates accurately?

□ Totally agree □ Agree □ Neutral □ Disagree □ Totally disagree

17. How many interview rounds do you have to join?

□ 1 round □ 2 rounds □ 3 rounds □ 4 rounds

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18. Which type of interview Opec use for selecting candidates?

□ Unstructured interview □ Structured interview

□ Both □ Unknown

19. Which type of interview methods Opec use for selecting candidates?

□ One-on-one interview □ Panel/board interview □ Both

20. If the panel interview is applied, who are the members of interview panel?

□ Human resource business partner of the department

□ Line manager

□ Head of the department

□ All above

21. Are you satisfied with round of interview conducted?

□ Highly Satisfied □ Satisfied

□ Neutral □ Dissatisfied

□ Highly dissatisfied

22. How do you feel about interview panel?

□ Excellent □ Good □ Satisfactory □ Poor

23. What do you think of interview questions?

□ Interesting □ Relevant □ Out of topic □ Boring

24. After the being informed of the interview result, did you go through a health
check?

□ Yes □ No

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25. Did you go through a reference check?

□ Yes □ No

26. If yes, are you satisfied with the way Opec checked reference?

□ Yes □ No

27. What do you think of recruitment and selection process at Opec?

□ Complicated with many steps □ Reasonable sufficient □ So so

28. Why did you accept the job offer from Opec?

□ Competitive salary and compensation package

□ Good working environment

□ Good career development

□ The company’s reputation

□ All above

□ Others, please specify………………………………………………..

29. What do you think of the day orientation at Opec?

□ Useful and interesting □ Too general □ No idea

30. Do you have any difficulties when you tried to socialize in the company?

□ Yes □ No

31. If yes, what was your difficulty?

□ The work was too hard

□ Line managers did not instruct you to do the job carefully

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 □ Colleagues were not friendly and helpful

□ All above

□ Others, please
specify………………………………………………………..

32. How satisfied are you with the recruitment and selection process at Opec?

□ Highly Satisfied □ Satisfied

□ Neutral □ Dissatisfied

□ Highly dissatisfied

33. In your opinion, which of the following can be the problem of Opec
recruitment and selection?

□ Process of recruitment and selection is time-consuming

□ The selection is not transparent

□ The selection is subjective

□ The selection criteria are not clear informed widely to many potential
candidate

□ Job vacant notification cannot be widely announced to potential

candidates

□ Others, please specify…………………………………………………..

34. Do you want to refer your friends/relatives to get a job at Opec?

□ Yes □ No

Thank you so much!

QUESTIONNAIRES FOR HUMAN RESOURCE DEPARTMENT

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1. What source would you like to adopt for source the candidate?
□ Candidate referral □ Advertising
□ Job portal □ All the above

2. Are you aware of the human resource plan (HRP)?

□ Yes □ No

3. Does the human resource plan reflect exactly the labor’s need of the
company and the labor’s supply of the market?

□ Yes □ No

4. Does Human Resources Management department outline job analysis

(Duties, responsibilities and skills, etc required for a particular job) before
advertising vacancies for employees?

□ Yes □ No

5. Tests are different among selection of different positions?

□ Totally agree □ Agree □ Neutral □ Disagree □ Totally disagree

6. Is the reference check is compulsory at the company?

□ Yes □ No

7. Do you think innovative techniques like stress test, psychometric test

& personality test would be used for selection?
□Strongly agree □Agree □Neutral □Disagree □Strongly disagree

Thank you so much!

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 APPENDIX 2
IN-DEPTH INTERVIEW FOR MANAGER

1. Would you think it's important to prepare recruitment as a manager? How long
does recruitment planning need to be prepared by the HR department?

2. What is the company's strategy of recruiting candidates? In your view, do these

methods work?

3. How long does the HR department review the application for a CV and then
notify the applicants?

4. How do you determine the number of candidates and the standard of candidates
involved in recruitment and selection practices?

5. Which one do you think are challenges for Opec Plastics in the recruitment and
selection process?

6. Do you have any suggestions to enhance the quality of Opec Plastics

recruitment and selection process?

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