Luận Văn Limited Social Media Recruiting Tools At Vinamilk.doc

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UNIVERSITY OF ECONOMICS HO CHI MINH CITY
International School of Business
------------------------------
Pham Thi Hong Hanh
LIMITED SOCIAL MEDIA
RECRUITING TOOLS AT VINAMILK
MASTER OF BUSINESS ADMINISTRATION

UNIVERSITY OF ECONOMICS HO CHI MINH CITY
International School of Business
------------------------------
Pham Thi Hong Hanh
LIMITED SOCIAL MEDIA
RECRUITING TOOLS AT VINAMILK
MASTER OF BUSINESS ADMINISTRATION
SUPERVISOR: PHAM PHU QUOC

APPENDIX
SUPERVISOR’S REPORT ON THE FINAL THESIS SUBMITTED
FOR THE DEGREE OF MASTER of BUSINESS ADMINISTRATION
Final thesis title: LIMITED SOCIAL MEDIA RECRUITING TOOLS AT
VINAMILK
Student name: PHAM THI HONG HANH
Supervisor name: PHAM PHU QUOC
1. General comments:
Remarks on the student’s attitude:
.......................................................................................................................................
.......................................................................................................................................
Remarks on the assignment’s academic quality:
.......................................................................................................................................
.......................................................................................................................................
2. Overall assessment:
Meet requirement for submitting;
Not meet requirement for submitting.
3. Other remarks:
- Did the student follow the report schedule?
Yes No Other.......................................................................
- The Turnitin plagiarism percentage:
Supervisor’s signature

CONTENTS
Executive Summary .......................................................................................................... 1
CHAPTER 1: BACKGROUND TO THE THESIS ....................................................... 2
2.1 Recruitment Industry Overview .............................................................................. 2
2.2 The Context Of Recruitment Activities At Vinamilk ............................................. 2
2.3 Problem Finding Process ........................................................................................ 4
2.4 Vinamilk’s Symptom .............................................................................................. 4
1.4.1 Recruitment KPIs: ............................................................................................ 5
1.4.2 Average Applicants .......................................................................................... 7
CHAPTER 2: PROBLEM IDENTIFICATION ............................................................ 9
2.1 Initial Identification Of Problem ............................................................................. 9
2.2 Problem Identification .......................................................................................... 14
2.2.1 The First Tentative Problem: The Increase Of The Passive And Monitoring
Candidates .................................................................................................................... 14
2.2.2 The Second Tentative Problem: The Appearance Of The Other FMCGs/
Dairy Companies ......................................................................................................... 16
2.2.3 The Third Tentative Problem: Business Development And Expansion ........ 18
2.2.4 The Fourth Tentative Problem: Limited Social Media Recruiting Tools ...... 19
2.3 Problem Definition ................................................................................................ 23
2.4 Justify The Existence Of Limited Social Media Recruiting Tools ....................... 23
2.5 Justify The Importance Of Limited Social Media Recruiting Tools .................... 27
2.5.1 Growth Of Brand Value ................................................................................. 27
2.5.2 References And Recommendations ............................................................... 28
2.5.3 Lower Cost Of Recruitment (LCR) ............................................................... 28
2.5.4 Faster Recruitment ......................................................................................... 28
2.5.5 More And Higher Quality Job Applicants ..................................................... 28
2.6 Potential Causes .................................................................................................... 29
2.6.1 Challenges From Changing In Corporate Culture – Transparent Society ..... 29

2.6.2 Challenges From Changing The Staff’s Position In The Workplace............ 30
2.6.3 Not Up-To-Date Recruitment Sites............................................................... 31
2.6.4 The Influence Of Social Media Sites To Traditional Recruiting Tasks........ 32
2.7 Cause Validation .................................................................................................. 33
CHAPTER 3: DESIGN SOLUTION FOR SOLVING PROBLEM .......................... 35
3.1 The first alternative solution: The current long-term human resources staffs will
be mainly responsible for implementing the new method. ............................................ 35
3.2 The second alternative solution: Recruiting new member who has many working
experience in social media recruiting tools to implement.............................................. 37
CHAPTER 4: ACTION PLAN...................................................................................... 41
4.1 Action Plan from Vinamilk.................................................................................. 41
4.2 Effectiveness measurement.................................................................................. 45
Conclusion........................................................................................................................ 46
SUPPORTING INFORMATION.................................................................................. 47
Appendix 1: Interview Transcript - Mr. Bang Nguyen (Recruitment Manager at
Vinamilk)........................................................................................................................ 47
Appendix 2: Interview Transcript - Ms. Thu Ngo (Recruitment Specialist at Vinamilk) 49
Appendix 3: Interview Transcript - Ms. Nhu Loc (Recruitment Specialist at Vinamilk) 51
Appendix 4: Interview Transcript - Mr. Anh Dinh (Strategic Key Account Manager at
Jobstreet)........................................................................................................................ 55
Appendix 5: Interview Transcript - Ms. Uyen Bui (Key Account Team Leader at
Vietnamworks)................................................................................................................ 57
Appendix 6: Interview Transcript 2nd - Mr. Bang Nguyen (Recruitment Manager at
Vinamilk)........................................................................................................................ 59
Appendix 6: Interview Transcript 2nd - Mr. Thu Ngo (Recruitment Specialist at
Vinamilk)........................................................................................................................ 64

FIGURES
Figure 1: Vinamilk's Recruitment Channels (Internal Source)............................................3
Figure 2: Annual Recruitment Report of Vinamilk 2016, 2017, 2018 .................................5
Figure 3: Recruitment KPIs - Non-manager Level..............................................................6
Figure 4: Recruitment KPIs - Manager Level......................................................................7
Figure 5: Average Applicant via Vietnamworks source ......................................................8
Figure 6: Average Applicant via Jobstreet source...............................................................8
Figure 7: Initial cause-effect map ..................................................................................... 13
Figure 8: The 3 different types of Job-seekers .................................................................. 14
Figure 9: The average applicants between Vinamilk and FMCGs industry..................... 17
Figure 10: The proportion of generations in Vietnam's Force ......................................... 19
Figure 11: Updated cause-effect map ............................................................................... 22
Figure 12: The final cause-effect map............................................................................... 34
TABLE
Table 1: Board of Management‘s expectation on improving recruiting effectiveness ..... 45

Executive Summary
This thesis provides an analysis and evaluation of the limited social media recruiting
tools at Vinamilk and recommends the solutions to improving the candidates’ quality
and quantity. Methods to find out the central problem of Vinamilk include primary data
from internal and agency reports, two-round in-depth interview and related literature
frameworks. Results of the finding show that companies not using social media as a
hiring tool may be at risk of missing a large number of candidates and top talents.
Further investigations reveal that social media recruiting tools bring many benefits
such as: the growth of brand value, the convenient references and recommendations, the
lower cost of recruitment, faster recruitment and more and higher quality job applicants
etc. Of course, Vinamilk will face many challenges if they want to successfully
implement the social media recruiting tools. These include challenges from changing in
corporate culture as well as changing the staff’s position in the workplace and the
pressure to up-to-date recruitment sites frequently.
In addition, the thesis will base on the main cause of changing the staff’s position in
the workplace to propose two alternative appropriate solutions: The first is The current
long-term human resources staffs will be mainly responsible for implementing the new
method and the second is Recruiting new member who has many working experience in
social media recruiting tools to implement.
Based on relevant factors as well as considering benefits and costs, a detail action
plan was conducted to implement the first alternative solution is The current long-term
human resources staffs will be mainly responsible for implementing the new method for
improving the recruiting efficiency. This will help to predict accurate measurement of
figure performance to determine whether Vinamilk invest in this project.
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CHAPTER 1: BACKGROUND TO THE THESIS
2.1 Recruitment Industry Overview
The explosion of Global Industry 4.0 with the application of automation, data
exchange and cloud computing has changed the face of key industries, and human
resource is no exception. The term "Human Resource s 4.0" is widely mentioned in the
media and social networks in 2018. This will completely change the way people
communicate including the recruitment methods of human resources. In the context of
the era of digital technology, the human resources industry will be under pressure to
change the way to manage the employer branding, manage talents and apply technology
in the recruitment activities.
Accordingly, a streamlined and smarter process to approach talents needs to be
established to replace the traditional methods. Specifically, it is necessary to distinguish
between active and passive candidates in order to provide the suitable recruitment
channels. In other words, the company needs to build effective employer branding as well
as long-term relationships with their candidates such as show them the company’s core
values and future growth. Therefore, when the company has a need for recruiting, this
will be a potential source.
One of the most visible changes in the perceptions of Vietnamese HR professionals is
the shift from traditional recruitment methods to the useful social media recruiting tools
such as LinkedIn, Facebook, Twitter, etc. to approach and get closer with the jobseekers.
With social media recruiting tools, the employers will easy access to resume with a large
amount of data and more, saving the cost of hiring. This research will analyze the
recruitment activities of Vinamilk, one of the largest capitalization companies in Vietnam
to find out the remaining problem in talent acquisition process.
2.2 The Context Of Recruitment Activities At Vinamilk
Over 40 years of establishment and development, Vinamilk has become one of the
leading brands in Vietnam and reaching out to the world. The main activities that generate
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revenue for the Company include the processing, production and sales of milk, beverages
and other dairy products. To be as successful today, Vinamilk understands that people are
the decisive factor for the success and development of the company, Vinamilk has
implemented many programs to attract and retain talents such as:
• Training programs to assist developing employees and achieve their career
objectives
• The worthy compensation and benefits
• Diversified job roles with the sustainable development of the company
• The company’s culture creates motivation and creativity
At present, the main sources for recruiting at Vinamilk can be divided in two groups:
• Traditional recruitment channels (such as: Vietnamworks, Jobstreet, Company
Website, Employee Referral and Headhunter)
• Social media recruitment channels (LinkedIn, Anphabe, Facebook…)
Vinamilk's Recruitment Channels
5%
3%
2%
Vietnamworks
20%
Jobstreet
Social Media (LinkedIn,
50%
Anphabe, Facebook)
Company Website
20%
Employee Referral
Figure 1: Vinamilk's Recruitment Channels (Internal Source)
According to the bar chart, the traditional recruitment channels are still the highest
proportion, around 80% of total channels. In the meanwhile, the new modern method like
social recruitment just makes up 20% of total channels.
3

With continuous development, Vinamilk now has more than 5000 employees
nationwide. The domestic subordinate units of Vinamilk include: 3 branches, 13 factories,
2 warehouses and 10 dairy farms nationwide. The oversea business and subsidiaries of
Vinamilk include: Driftwood Dairy Holding Corporation (USA), Vinamilk Europe
Spóstkaz Ograniczona Odpowiedzialnoscia (Poland), Angkor Dairy Products Co., LTD
(Cambodia), Miraka Limited Company (Oversea associate - New Zealand), Vinamilk’s
Representative Office in Thailand etc.
The growth of Vinamilk is reaching the international market, so it creates many
challenges for the recruitment team, especially in the current situation, when the
recruitment activities of the company has not really caught up with the global
recruitment trend.
2.3 Problem Finding Process
In order to find out the central problem of Vinamilk, the following steps will
be conducted:
• Referring the Annual Recruitment Report of Vinamilk to collect and analyze data
• Referring the Report from two agencies that Vinamilk is currently using the
recruiting service include Vietnamworks and Jobstreet
• Conducting in-depth interview with Vinamilk’s Recruitment Team and Staffs
from recruiting agencies that manage Vinamilk’s account to understand the
symptom and tentative problems.
• Reviewing literatures relating to the tentative problems that lead to variables and
symptom in combine with the Vinamilk context and the global trendy.
• Conducting the second in-depth interview with Vinamilk’s Recruitment
Manager in order to identify the existence of the problem.
• Reviewing some theories frameworks to justify the problem’s importance.
2.4 Vinamilk’s Symptom
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The decrease in the quantity and quality of candidates is clearly expressed through two
data sources: Recruitment KPIs and Average Applicants.
1.4.1 Recruitment KPIs:
There are 3 elements that use to access the efficient of recruitment’s quality at
Vinamilk, include:
- Percentage of filling vacancies
- Percentage of total vacancies meet deadline
- Percentage of staffs pass probation period.
With the scale of continuous expansion, the number of vacancies at Vinamilk's main
office has increased over the years. The figures of the table below are as of 31 August of
the latest three years 2016, 2017 and 2018
Year 2018 2017 2016
Recruitment Indicators Staff Manager Staff Manager Staff Manager
The total number of
46 8 37 8 32 9
vacancies approved
The total number of
36 4 31 7 28 8
vacancies has been recruited
Percentage of fill position 78% 50% 84% 88% 88% 89%
Total day of fill position 376 180 519 175 621 169
Average day of fill position 25.5 45.0 16.7 35.0 15.1 18.8
Total vacancies meet
30 3 29 6 27 7
deadline
Percentage of Total
83% 75% 94% 86% 96% 88%
vacancies meet deadline
Percentage of staff pass
100% 100% 100% 100% 100% 100%
probation
Figure 2: Annual Recruitment Report of Vinamilk 2016, 2017, 2018
The number of vacancies increases slightly each year for non-manager level, but for
managerial positions, the demand for recruitment is relatively stable. The demand for
recruitment in 2016 is 32 employees, Vinamilk has recruited 28 candidates. In 2017 the
company recruited 31 candidates out of total demand of 37. Up to 2018, the company only
recruited 36 candidates out of 46 (accounting for 78%) did not meet the target of the
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management is to reach above 80% any recruitment indicators. On the one hand, the
number of successful recruitment positions decreases. On the other hand, the time that
human resources department spent on fulfilling a candidate is longer than before. If the
company takes only about 15 days to successfully recruit a candidate in 2016, the
company will need nearly 26 days by 2018. In particular, recruitment of managers is
more difficult, up from 18.8 days in 2016 but by 2018 the company takes up to 45 days.
Recruitment KPIs - Non-manager Level
120%
100%
80%
60%
40%
20%
0%
96% 94%
88%
84% 78%83%
Percentage of fill position
Percentage of Total vacancies
meet deadline
probation
2016 2017 2018
Figure 3: Recruitment KPIs - Non-manager Level
From the figure, only the Percentage of staffs pass probation are stable year by year,
maintain at 100%. The two remaining element are Percentage of filling vacancies and
Percentage of total vacancies meet deadline are decreased year by year. Specially, the
recruitment department cannot meet the KPIs recruitment because the Percentage of
filling vacancies is down less than 80%. Moreover, most of the positions have the trend
to take more time than before to fill in the qualified candidate (decrease from 96% in
2016 to 83% in 2018).
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Recruitment KPIs - Manager Level
120%
100%
80%
60%
40%
20%
0%
89%
88%
88% 86%
75%
Percentage of fill position
Percentage of Total vacancies
50%
meet deadline
probation
2016 2017 2018
Figure 4: Recruitment KPIs - Manager Level
According to the data table, the percentage of fill position and the percentage of Total
vacancies meet deadline of manager level quite stable in 2016 and 2017. However these
two indexes decreased sharply in 2018. Even the number of managerial positions that the
company hires is about 50% of the total demand in 2018. Besides, the company also
faces difficulty in managing time to successfully recruit high level positions.
1.4.2 Average Applicants
The average applicants from the two main traditional recruitment channels as
Vietnamworks and Jobstreet are recorded the same situation about the decrease
of applicant year by year.

Vietnamworks Source

The average applicants via Vietnamworks site decrease from 170 in 2016 to 123 in
2018 for manager level and decrease from 121 in 2016 to 93 in 2018 for non-manager
level.

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Average Applicant
180
170
160
151
140
120 121 124
100 101
93
80
60
40
20
0
2016 2017 2018
Manager
Experienced
(Non-Manager)
Figure 5: Average Applicant via Vietnamworks source

Jobstreet Source:

Similarly, the average applicants via Jobstreet site decrease sharply from 108 in 2016
to 37 in 2018.
120
100
80
60
40
20
0
Average Applicants
108
72
37 Vinamilk
2016 2017 2018
Figure 6: Average Applicant via Jobstreet source
In summary, the fact that Vinamilk cannot be successful in its recruitment
indicators as well as the average number of candidates decline in traditional recruitment
channels clearly points out the symptom of recruiting in Vinamilk, which is the decline
in the quality and the quantity of applicants.
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CHAPTER 2: PROBLEM IDENTIFICATION
In order to identify the problems of the company, Vinamilk’s symptom will be
justified first by using internal data such as recruitment’s KPI and average applicants.
After that, the central problem will be identified through reviewing some theory
frameworks in combine with conducting in-depth interview with HR persons to have a
holistic view of the problems. In addition, the global trendy in recruitment process will
be used for further references.
2.1 Initial Identification Of Problem
In order to find out the causes that lead to the symptom of Vinamilk, the depth
interviews were conducted with staffs that are related to Vinamilk’s symptom from
inside and outside.
The summary of informants’ profiles can be listed as bellows:
• Mr. Bang Nguyen - Recruitment Manager, has worked at Vinamilk for 10
years, 13 year experiences in recruitment field.
• Ms. Thu Ngo - Recruitment Specialist, has worked at Vinamilk for 8 years, 5
year experiences in recruitment field.
• Ms. Nhu Loc – a new member at Vinamilk’s Recruitment Team, she used to be a
Talent Acquisition Specialist, worked at Suntory Pepsico Vietnam for 2 years, 3
year experiences in recruitment field (Suntory PepsiCo Vietnam Beverage is one
of the top national beverage leaders with a huge product portfolio).
• Mr. Anh Dinh - Strategic Key Account Manager, has worked at Jobstreet.com for 2
years, 8 year experiences in managing key account and consulting in recruitment
field (JobStreet.com is a job portal founded in 1997. Founded in Malaysia, it is now
Southeast Asia's largest online employment company, according to Forbes). He is
currently manages Vinamilk’s account on Jobstreet website.
• Ms. Uyen Bui - Key Account Team Leader, has worked at Vietnamworks for 3
years, 9 year experiences in managing key account and consulting in recruitment
9

field (VietnamWorks is the largest recruitment website in Vietnam, matching
jobseekers with jobs, and employers with top candidates via the Internet since
2002). Now she manages Vinamilk’s account on Vietnamworks website.
A series of assessments are given to find out the causes of the symptom from the
interviewees. Mr. Anh Dinh admitted that the average applicant for a position has a
significant decline in a report Jobstreet sent to Vinamilk. According to a report by SEEK
Asia, the mother group of Jobstreet, the proportion of passive candidates and, in
particular, the strong growth of monitoring candidates has been around 73%. Passive
candidates are currently satisfied with the job and do not intend to transfer jobs,
monitoring candidates are those being happy with current job but still want to monitor the
market in terms of salary, the nature of work etc. Therefore the number of active
candidates looking for new jobs is reduced. In fact, it is also common practice that the
passive candidates who are less likely to seek employment are often potential candidates.
In general, highly passive candidates also affect the quality of applicants. If the proportion
of active candidates decreases, it means that the traditional methods cannot run effectively
as before because it cannot reach the large proportion belongs to passive and monitoring
candidates. That’s why recruiters need to find the other way to improve recruitment
effectiveness.
According to Ms. Thu Ngo, the main reason can be the reduction in the quality of
traditional recruiting tools like Vietnamworks or Jobstreet. The number of applicants was
decreased year by year. She stated that even now, the average applicants of Vinamilk just
around 90 resumes per job for Vietnamworks and sharply decreases for Jobstreet, just
around 30 resumes per job. Moreover, not only did the number of candidates decrease, the
quality of the candidates was also reduced. Even though there are hundreds of applicants,
there are no qualified CVs for the position. In particular, the number of senior candidates
is limited. In addition, they do not actively apply for jobs or even not to public their
profile as before. As her observed, the numbers of companies that use proactive
approaches candidates increase more and more nowadays, accompanied by the
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continuous growth of headhunting services, make the senior candidates overwhelmed.
That is the reason why they are inactive their profile and the employers are very difficult
to approach these talents.
As described by Mr. Bang Nguyen, there are some other reasons can be the
restrictions in diversified Vinamilk’s recruitment methods. From the past, Vinamilk is a
big brand, so there are many applicants even though Vinamilk just post job from
traditional sources. However, in the context of talent competition between companies
today, the implement of parallel recruitment methods is very necessary. At present, the
main sources for recruiting at Vinamilk can be divided in two groups: Traditional
recruitment channels (such as: Vietnamworks, Jobstreet, Company Website, Employee
Referral and Headhunter) and Social media recruitment channels (LinkedIn, Anphabe,
Facebook…). However, the large proportions of 80% still belong to the traditional
recruitment methods. He also pointed out that Vinamilk does not focus on how to recruit
on the social network. This can be a limiting factor because traditional methods of posting
jobs are quite costly, while the methods of recruiting through social networks can even
use for free. Moreover, the scale and growth rate of Vinamilk is increasing continuously
in both domestic and international markets. Scaling up means that the company has to
increase its labor force; and to the international market, the recruitment criteria are more
stringent. Therefore, the number and quality of candidates to meet these needs will be
more limited than before.
In 2018 there was a strong appearance of many multinational companies, especially
foreign dairy companies entering the domestic market of Vietnam. Ms. Uyen Bui pointed
out that foreign companies often take care of the image. For example, in the ranking of
the 100 Vietnam Best Places to Work in recent years, the multinational companies
accounted for a high proportion and often in the top. This also affects the employer brand
of the company, the need to share talent, candidates have more choices. This may cause a
decrease in the number of applicants.
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Ms. Nhu Loc who came from Pepsico, a large multinational company before
highlighted that Pepsico recruited the most applicants through social media. With social
network they can recruit candidates anywhere in the world. When she first came to
Vinamilk, she realized that Vinamilk's recruiting tools were mostly traditional methods,
and modern tools like social media were not used thoroughly and effectively. She defined
that this is maybe the reason lead to the decline in the quantity and quality of candidates
applying to Vinamilk. Moreover, Ms. Nhu Loc also stated that LinkedIn will be the
trendy in the future as users can connect directly, discuss and keep in touch with
candidates. Competition from the same industry companies is huge. Moreover, good
candidates are very limited. Therefore, building the employer branding is more important,
especially on social networks, where the candidates easily find information about the
company. It is important to make the applicant feel more attracted to the company’s work
environment, culture and training programs etc. that be shown on the company page.
Limit information about the company can limit the amount of potential candidates as
well. In addition, Ms. Nhu Loc said that it is more convenient for Vinamilk to verify a
candidate’s information through social network rather than traditional methods. For
example, HR staffs can verify information about candidates through various social
networking features, such as the recommendation from their colleagues or their
customers, the behavior of their postings are often shared on the social network ... The
HR staffs can even refer to candidates even before the interview.
The new member of Vinamilk’s recruitment team also comes up with the statement
that using social media recruiting tools can also save the recruitment budget. That is the
reason why if a company does not use social media recruiting tools effectively and still
focus on traditional recruiting tools, the recruiting budget will be increased. If the
vacancies increase year by year while the recruitment budget is still stable, it will affect
the effectiveness of traditional recruitment activities. For example, a company has 100
million for recruiting budget at the first year, they can use it for post job in traditional tools
for 50 vacancies and 50 add-in services included like featured banner or displayed logo in
the job posting. However, for the next year, the vacancies increase and with the
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saving cost policy, the recruitment team should find other recruiting tools that more
useful and saving cost as well. Ms. Nhu Loc continues define that social media recruiting
tools is the best choice. And if the company still focuses on traditional recruiting tools
and does not diversify more methods, the HR team cannot serve enough applicants
quantity and quality to meet the requirements.
From the above analysis, the initial cause effect map can be showed as below:
Decline the quality in
Difficult to approach
senior level position and
traditional recruiting tools
talent candidates
Increase the passive and
monitoring candidates
Limited Social Media
recruiting tools
The appearance of the
other FMCGs/ Dairy
companies
Business development
and expansion
Potential Central
Problems
Limit the recruitment
information to the
potential candidates
Not diversified
recruitment channels
Increase the cost of
recruitment
Difficult to verify
information from the
applicants
Impact the employer
branding
The more difficulty of
job’s requirements
The quantity &
quality of candidates
decreased
Symptom
Figure 7: Initial cause-effect map
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2.2 Problem Identification
The initial cause-effect map outlined a comprehensive picture of some tentative
problems that can lead to variables and symptom of Vinamilk. The next section will
eliminate some potential problems and focus on a central problem by using data and some
literature frameworks from previous researchers.
2.2.1 The First Tentative Problem: The Increase Of The Passive And
Monitoring Candidates
According a research of Seek Asia in 2018, there are three types of Job-seekers that
are classified based on their attitude in the job-seeking cycle: active, passive and new
types have just appeared are monitoring job-seekers (1).
The 3 different types of Job-seekers
27% Active Job-seekers
46% Passive Job-seekers
Monitoring Job-
27%
seekers
Source: SEEK Insights & Resources https://insightsresources.seek.com.au/the-3-
different-types-of-job-seekers-2-2
Figure 8: The 3 different types of Job-seekers
The bar chart shows that the active Job-seekers decrease day by day. Instead, the passive
job-seekers and especially monitoring job-seekers increase day by day. This makes the
quality of traditional recruitment decrease because it cannot approach the group
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that make up around 73%. This means that now is the time to find out more modern
methods to approach two kinds of job-seekers that are not actively looking for jobs to
apply.
A company can hire active jobseekers in case they are not happy with their previous
job or with junior position. And now, with higher level position or passive candidates
who are not looking for new job, their resumes are only available if the employer knows
where to find them (2). Nowadays, employers often use the business-oriented social
networking websites to looking for passive candidate (3) (4) (5). Passive candidates who
already have a job and are not looking for another career chance are the potential
applicants with many recruiters. They are not only presented for talent pools that not be
reached but also be considered as stable employees (6). The recruiters have the motivation
to give the special effort to convince passive candidates due to the qualified of the
applicants or the received reward after filling vacancies successfully. (7) (8). LinkedIn
today promotes their website as a tool to provide huge passive candidate databases. (6)
From the first interview, Mr. Bang Nguyen and Ms. Thu Ngo are all admitted that
Vinamilk mainly uses job board method from traditional website like Vietnamworks or
Jobstreet for recruiting. These traditional methods will restrict the amount of passive
candidates and lead to the decline in total applicants. While by, the simple thing that the
company should do is visit social network, find the profile they love and then contact job
seekers easily. Ms Thu Ngo said that although Vinamilk's recruitment method is most
attractive to active candidates. However, Vinamilk has a strong commercial brand with a
good working environment and is honored in the Top 100 Vietnam Best Workplaces,
which may increase Vinamilk's brand recognition in the eyes of applicants. This means
that Vinamilk will need to promote its employer brand, not just its commercial brand.
Overall, the tentative problem that increases the passive and monitoring candidates is
not a very important issue that actually leads to a decline in the quality and quantity of
applicants. As Vinamilk is a famous employer brand, either active or passive candidates
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are willing to work here. The priority now is to find a useful method to reach the passive
and monitoring candidates in order to improve recruiting efficiency.
2.2.2 The Second Tentative Problem: The Appearance Of The Other FMCGs/
Dairy Companies
Nowadays, the appearance of the other FMCGs/ Dairy companies can affect the
attractiveness of the company's employer brand. For example, the number of large
companies is still small in the previous period, so the applicants do not have choices.
However, with the development of economics and technology, the large local companies
and Foreign Direct Investment (FDI) companies appear; it makes the job-seekers now
have more options for choosing. In addition, almost large multinational companies
consider the company’s image is very important in employer branding and try many effort
on this. Employer branding has a positive effect on the company's reputation by attracting
potential candidates. In particular, the value of innovation, the value of the candidate and
the way in which social media is used affect the reputation of the company, which is
directly related to the applicant's job intentions (9). Employer branding has become a top
priority for managers as human capital is the most valuable asset of the organization. The
explosion of social media creates an effective communication channel for employers such
as job information, enhancing the employer image, and engaging in dialogue with
potential candidates (10). Employers need to create their own style to attract the attention
of the brightest candidates. One of the latest and most effective methods is through social
media explore employer branding (11). HR professionals have identified that information
sharing for employer branding can be made through the rapid development of social
media. The power of social media is important for companies that want to be attractive
recruiters, as it is a common tool for both employers and candidates (12).
When salaries and benefits are the same, candidates will look at the company's
reputation and value. Obviously, those companies with good cultural values, strategic
vision and social responsibility will attract more candidates (13). This will extremely
affect the amount of candidates applying to Vinamilk due to talent wars. According to
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Ms. Uyen Bui, there are many ways to promote employer branding and multinational
brands always do well because they already have existing methods available from parent
corporations and deployed successfully in many countries before. As simple as they can
create a Facebook fanpage where they often share the company's fun activities, images of
the work office, the cultural contests they organize etc. All these things have a greatly
impact to the active as well as passive candidate through the traffic from users ‘likes” and
“comments”. She also emphasized that Vinamilk should learn this useful method and
apply to the practices of the company.
This figure below is based on a report that Jobstreet submitted to Vinamilk at the end
of August 2018, which shows the average applicants at Vinamilk in compare to the
average applicants of the other companies in FMCG industry.
Average Applicants
120 108
100
80 72
60
42
37
40
25
20 15
0
2016 2017 2018
Vinamilk FMCG
Source: Jobstreet Recruiting Service Report
Figure 9: The average applicants between Vinamilk and FMCGs industry
From the bar chart, although the average applicants applies to Vinamilk decline, however,
the proportion still high and far away in compare to the other companies in FMCGs industry.
For example, when the whole FMCGs just receive 42 applicants for one
17

job posting in 2016, Vinamilk receives almost three times with 108 applicants. In 2018, the
applicants applying for one job at Vinamilk decrease, around 37 applicants. However, the
whole FMCGs just receive 15 applicants, much less in compare to Vinamilk.
It can be said that the appearances of competitors in FMCG industry can affect the
number of Vinamilk’s applicants. However, it is not really a significant problem that
can deeply affect the effectiveness of the recruitment process at Vinamilk.
2.2.3 The Third Tentative Problem: Business Development And Expansion
Vinamilk is expanding its business activities, opening more investment cooperation
activities and especially increasing export and international business projects. These
require the candidate must have strong skills, qualifications and experience to meet the
job requirements. From Mr. Bang Nguyen point of view, when Vinamilk expands the
business scales “the job requirements are also harder, especially recruiting for
international markets. For example, recruiting for the Chinese market, we especially give
preference to those who know Chinese, and those candidates are also required to be
good at English. Indeed, bilingual candidates are very scarce”. As the company grows,
there will be stricter demands for human resource management such as recruitment,
training, personal appraisal and reward in order to achieve organizational goals (14).
According to Anphabe figures presented at the Vietnam best place to work 2016
workshop, the workforce today is composed of three generations: the Baby Boomers,
Generation X and Generation Y or the Millennial Generation (15).
- Baby Boomers are those whom are born from 1950 to 1969.
- Generation X portrays the age group from 1970 to 1985.
- Millennial Generation (Gen Y), the youngest working class in today’s workforce,
1986 to 2000.
- Generation Z are those whom are born after 2000.
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Whereby, in 2016, the labor force in Vietnam has 53.1 million people. Of these,
the baby boomers, who were born in the 1950-69 period, had 8.9 million; Gen X: 22.5
million and Gen Y: 21.7 million. By 2020, the workforce of Vietnam has 59 million
workers. In particular, the number of labors in each baby boomer generation, X, Y, Z
were 7.9 million; 22.5 million; 25.6 million and 3 million.
The proportion of generations in Vietnam's Force
30
25
20
15
10
5
0
22.5
25.6 25.6
22.5 22.5
21.7
Baby Boomer
Gen X
10.6
8.9
7.9
Gen Y
Gen Z
3 2.4
0
2016 2020 2025
Figure 10: The proportion of generations in Vietnam's Force
Gen Y will gradually occupy the highest proportion of total labor force in Vietnam.
In terms of work philosophy, Gen X prefers stable, while Gen Y is shifted more, so the
Gen Y will leave a company soon when is not save adequate experience. This will affect
the quality of candidates in the future. However, Gen Y likes to know everything and do
not hesitate to try new things. This may increase the number of candidates who are not
afraid to challenge, meet the requirements of the expansion of Vinamilk. In general, it
has no significant impact to the symptoms of Vinamilk.
2.2.4 The Fourth Tentative Problem: Limited Social Media Recruiting Tools
Social media is not just a public platform; it can be a place where people can create
networking and discuss together (16). If traditional media is a one-way communication,
social media really creates a new method to change the way of communication more
19

useful by power-relations. With social media, it is no matter that users are individuals or
corporates, the power of communication becomes equal (17). At the previous, if
applicants want to find information about the company they want to apply, they usually
visit their website. And now, with the development of social media, potential candidates
can not only easy to see the employer on the social networks but also communicate
directly to the employers. Even that they can ask everything and receive the response
quickly. With the limited social media recruiting tools, Vinamilk has restricted itself to an
effective employer branding method as well as a direct channel of communication with
potential candidates. In order to confirm, Mr Bang Nguyen admitted that the large
proportion of 80% still belongs to the traditional recruitment methods at Vinamilk, and
the company really does not focus on how to recruit on the social media.
The recruitment activities are changed so much form the starting of 21st
century due to
online environment (18). The recruitment activities include job boards, career networks and
discussing has moved to online environment. In the competitions of talents today, the
diversify sources for recruitment become more important. A company can employ a variety
of recruitment methods to ensure the most accessible candidates. The more diversified the
recruitment method, the more and varied the number of applicants (19).
Senior level positions are usually hired effectively through head-hunting services and
word-of-mouth. Social media can support those aspects (20). When a company posts jobs
in social network, it can create the large traffics through the comment and sharing of
users who are interested in this topic. This may be a different kind of word-of-mouth.
Almost company identify that human is the most important asset of any organization.
Accordingly, the talent is more and more difficult to be recruited today in the labor
market. Using the social media is an effective way for employer to reach the global talent
pool. Social network users nowadays easy to communicate together wherever they are.
Talents and jobs become global all the time (21).
Social media is a place where employers and potential candidate can communicate
in two-way and easy interact together (20). Social recruiting creates the chance for
20

applicants to exchange the information with the employer. Moreover, based on the profile
of the candidate, the way they discuss in group, comments in some post etc. the employer
can easy to verify the applicant’s information. This activity involves two-way
communications not just one-way as traditional style (20). Ms. Nhu Loc verified that by
traditional methods, when HR staffs want to verify candidate's information, they must rely
on relationships or request the candidate to submit information. This can lead bias and
inaccurate feedback. However, with social networking, HR staffs can verify information
about candidates through various social networking features such as the recommendation
from their colleagues or their customers, the behavior of their postings are often shared on
the social network ... The employers can refer to candidates even before the interview.
Social media create the solution for recruitment to save the cost. Moreover, this
method is cheaper than in compared with traditional recruitment (21). When a company
need a talent who does not have the need to apply job, users in the social network can act
as a headhunter to search and find talent for free. That is the reason why social media can
reduce the cost in recruitment (16).
To sum up, with the existing of many variables such as: limit the recruitment information
to the candidate, not diversify recruitment channels, increase the cost of recruitment, difficult
to verify information from the applicants and specially impact the employer branding, it can
be concluded that limited social media recruiting tools is one of potential problems in HR
department at Vinamilk. Moreover, almost interviewees reminded it many times. In addition,
there are many factors should be considered, include:
- If this problem can be solved, it can be save the cost of recruitment, and the
company can modify the budget for more recruitment activities such as
events, workshop, career fair etc.
- If the Recruitment team can prove the useful of social media recruiting tools, they
can persuade the Board to implement the plan.
21

- Social media recruiting tools is a method that many companies had implemented
around the world, so it is feasibility to solve the problem.
- In a condition that many HR professionals said that recruiting process need to be
improved to be suitable with the era of HR 4.0, solving this problem becomes
the first priority.
In conclusion, based on the above literature frameworks in combine with interview
data, three tentative problems are eliminated include: The increase of the passive and
monitoring candidates, the appearance of the other FMCGs/ Dairy companies and the
business development and expansion. The limited social media recruiting tools as above
analysis become the most potential central problem that affect the declining of the
quantity and the quality of the company.
The cause-effect map can be come up with the update as below:
Limit the recruitment Difficult to approach
information to the senior level position and
potential candidates talent candidates
Not diversified
recruitment channels
The quantity &
Limited Social Media Increase the cost of
quality of candidates
decreased
Recruiting Tools recruitment
Potential Central
Difficult to verify Symptom
information from the
Problems applicants
Impact the employer
branding
Figure 11: Updated cause-effect map
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2.3 Problem Definition
A definition of limited social media recruiting tools is defined as the restriction of
using methods that recruits candidates through social platforms to find their
information based on their social media profiles (22). Another definition that leads to a
broader understanding of social recruiting is stated as “harnessing the evolution of Web
2.0 technologies and social media tools to communicate, engage, inform, and recruit
our future talent” (23).
The shortage of such social networking sites will limit employers to connect with a
range of talented and potential candidates in appropriate communities (23). Rosemary
Haefner, Vice President of Human Resources at CareerBuilder said that “because social
media is a dominant form of communication today, you can certainly learn a lot about a
person by viewing their public, online personas” (24).
On the candidate side, social networking is also a place where a person can look for
work by demonstrating his or her ability, creativity, awards and will be a good fit (25).
Social network is also a site that allows user to use their profile as a way to self-
expression (26). Recruiting on social media can be defined as a method that establishes a
two-way communication between the company and the potential candidate instead of
traditional one-way communication (20). This means that poor social media recruiting
tools can lead to the limited interaction that these partners can exchange information as
well as taking actions together.
2.4 Justify The Existence Of Limited Social Media Recruiting Tools
The last section showed that Vinamilk is limited social media recruiting tools, now the
next section will collect more data from the second interview with Mr. Bang Nguyen,
Recruitment Manager at Vinamilk in order to justify the existence of the central problem.
Mr. Bang emphasized that Vinamilk has not really paid much attention to social media
recruiting tools. The company just uses social networks to search for candidates only in
specific positions such as information technology, digital marketing, and social media
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marketing or high-level positions. LinkedIn is the most social media sites that Vinamilk
use for recruitment as here are many professional candidates, especially the senior
candidates. However, he admitted that Vinamilk still does not focus on this channel.
Besides, according to Ms. Nhu Loc, who has already joined in Vinamilk’s Recruitment
team, she can also find out that Vinamilk does not diversify in recruiting tools, especially
in social media.
Mr. Bang stated that he just use personal account in LinkedIn to connect with potential
candidates and approach them and do not active in LinkedIn group. Especially, he does
not use face because in his mindset, Facebook like a social network about personal life,
not for job. About checking the possible candidates' profile in their LinkedIn profile, Mr.
Bang said that for candidates approaching on social networks like LinkedIn, he can easily
reach them before the interview because in addition to their profile, he can also
understand their habits, their way of using social networks through commenting or
posting opinions on posts, groups... Besides, for candidates applying through traditional
channels, it is so difficult to check the information before the interview. It usually
proceeds later through HR’s relationship or asking the candidate to provide.
There are many reasons make Vinamilk rarely use social media for recruiting.
From the perception of a Recruitment of Vinamilk, Mr Bang Nguyen listed some
reasons as bellows:
“Firstly, I think it is the terms of recruiting habits. Vinamilk is familiar with the thing
that the applicants apply for jobs automatically. Previously, we only need to post jobs,
the number of records already a lot. For many people, being in Vinamilk is a dream.
Secondly, it is also important that Vinamilk is a Vietnamese company, if multinational
companies easily to deploy modern recruitment and implement globally, we admit that
we still need time to catch up and follow the human resource trendy.
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And finally I think that in terms of human resources, we need new members who can
grasp the market trend as well as have knowledge of corporate structure and culture. This
process takes time to select and train the new one”.
The percentage of employees recruited through social networks in Vinamilk is still
very limited. Because Vinamilk’s rate of social media recruiting tools is around 20%, so
the number of candidates recruiting from this source is not high. However, most of the
candidates coming from social networking sites are quality candidates who are really
interested in the job and become loyalty employees.
Besides, there is no denying that, social media recruiting tools have some limitations.
As Mr. Bang mentioned, it can be said that it is uncontrolled. When the company
announces recruitment information, sometimes there are some people who are not
interested in recruiting but leave negative comments about Vinamilk’s product. Instead of
responding to recruitment information, the HR team has to care the role of customer
services. That is also part of the reason why Vinamilk restricts the use of social
networking. When the company uses this tool, the HR team has to follow up to respond to
regular followers. Moreover, it is the control of negative comments.
Finally, Mr. Bang thinks that in the future Vinamilk will make greater use of social
media when recruiting staff if the company has reasonable implementation methods as
well as can prove effective recruitment from the social network to the board. Really,
social media tools in recruitment have many benefits, Mr. Bang continued share that in
terms of cost, it is free. In addition, HR staffs can join specialized groups to find
candidates. For example, to find candidates for design, there are many groups on the
social network specializing in design. Or in terms of packaging techniques, there are
many specialized groups on materials techniques. Yet, there is a lot of change that affect
the HR processes in Vinamilk, even that the company have to set up a small department
to manage employer branding on social networks.
Ms. Nhu Loc, an ex-employee at Pepsico – large company in FMCGs as well shared
that PepsiCo used social media recruiting methods for a long time, since 2012. They used
25

diversify methods, from LinkedIn, Facebook and even Youtube. Recruiting through social
networking has become a major tool. With the advantage of multinationals, PepsiCo has
benefited from recruiting policies from the parent company. She described that with
LinkedIn, she does not just use as a normal account, but a premium account that has the
ability to send InMail to strangers, post jobs and unlimited search functions. On PepsiCo's
Facebook, there is also a lot of information about the culture, the company's working
environment, and YouTube is also used to promote. These are things that reinforce the
brand of the employer.
The Society for Human Resource Management (SHRM) is the world's largest HR
professional society, representing 300,000 members in more than 165 countries was
conducted a survey about “Using social media for Talent acquisition – Recruitment and
Screening” (27). The informants are HR professional in charge in recruitment to learn
more about how their companies use social media in talent acquisition. As a result, there
are some findings as bellows:
• Recruiting via social media is increasing with 84% organizations are using
currently and 9% are planning to use.
• Organizations have optimized their career website (39%), job postings (36%)
and application process (36%) in mobile format to leverage mobile recruiting
through smartphone users.
• Recruiting passive candidates (82%) becomes the main reason why
companies should use social media for recruitment.
In addition, the survey also pointed out some features causes why organizations
use social media for recruiting:
• Recruit passive candidates who do not look for any job
• Increasing employer branding
• Target group of candidates with specific skills
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• Easily interact between employers and candidates
• Targeting specific job lever for recruiting
• Reducing recruitment’s cost
• Identifying potential candidates by geographic
The trend of using social media for recruitment grows sharply from 2015. Mainly, it is
one among recruiting tools in most of organizations. In particular, recruiting through the
LinkedIn channel is currently dominated
In conclusion, the results of the interview combine with the SHRM’s survey show that
although Vinamilk recognizes the benefits of social media in recruitment and trusts
Vinamilk to use in the future, there are many reasons lead to the central problem that
Vinamilk still use limited social media recruiting tools and not catch up the global trendy.
2.5 Justify The Importance Of Limited Social Media Recruiting Tools
Since the emergence of social media, communication has become extremely effective
and convenient. Posting jobs and waiting for people to apply of traditional methods has
become obsolete in most industries. Today companies focus more on social media rather
than on newspaper, word of mouth or the other recruitment service companies (28).
Companies that do not use social media as a hiring tool may be at risk of losing
quality candidates in the battle for talent (29). Other companies do except your company,
this causes missing a large number of candidates and top talent (28).
Social media recruitment can help find talent globally and filling open positions (21).
There are many benefits come from social recruiting such as: growth of brand value,
references and recommendations, lower cost of recruitment (LCR), faster recruitment,
more and higher quality job applicants etc.
2.5.1 Growth Of Brand Value
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Social media makes the employer easily to approach applicant in a way that can
promote their employer branding. These elements will attract candidates and make
them have more motivation to find a career opportunity there if it communicates in a
helpful way and uses the human voice of opinion-leaders (30). Through social media
recruiting tools, Vinamilk can easily get in touch with the large amount of passive
candidates. As Ms Thu Ngo admitted, most of the images of Vinamilk come from the
reputation of commercial brand, not from the employer brand.
2.5.2 References And Recommendations
Social media becomes a way to handle employer image, users can spread the message
about the company without cost through delivering word of mouth (31). Ms. Nhu Loc
highlighted that in the condition of talent war between large companies nowadays, it is
necessary that Vinamilk needs to communicate with candidates more often and create a
two-side interaction.
2.5.3 Lower Cost Of Recruitment (LCR)
Social media recruitment is the method that can act as a solution to save cost
effectively in the development of global economics (21). The company can use social
media like a headhunter to search and find talents instead of taking time and costly
like traditional headhunting services (16). Both Mr. Bang Nguyen and Ms. Nhu Loc
cannot deny the benefit of saving cost from social media recruiting tools.
2.5.4 Faster Recruitment
The potential employees can easily find the company’s information and the open
vacancies. Moreover, the online applying makes the applicant can apply one or
several positions in a short time (32).
2.5.5 More And Higher Quality Job Applicants
As Mr. Bang Nguyen pointed out through the interview, although Vinamilk has not
focus on social media recruiting tools, the amount of candidates come from this source
28

still have high quality. The quantity and the quality of the applying candidates will
increase when the company has a highly positive employer image. Even though, the
passive and monitoring candidates may decide to apply if the company has an impressive
employer branding in social media (16). The benefits of social recruitment for the
company as the ROI can be sum up as bellows:
Growth of brand value Visibility, accessibility
References, recommendations More and higher quality job applicants
Lower cost of recruitment (LCR) Faster recruitment
Increased commitment to a company Declined turnover rate of workforce
2.6 Potential Causes
Social media recruitment is a trendy method and it brings many challenges for the
organization that is new to social media as a recruitment tool. The central problem can be
caused by the following reasons: Challenges from changing in corporate culture –
transparent society, Challenges from changing the staff’s position in the workplace, Not
up-to-date recruitment sites and The influence of social media sites to traditional
recruiting tasks
2.6.1 Challenges From Changing In Corporate Culture – Transparent Society
Internet can not only affect the culture of a corporate and general social but also create
its own culture. Moreover, the company needs the transparency for any messengers, email
and social media (33). The social network site and the company’s managers have the
power to control the sites’ designed and used to manage all the aspect of its subculture
(34). The employers must use information available to the public when they decide to
check candidate’s references (35).
Moreover, social media recruitment plan needs to base on business objectives include
content strategy which be prepared from type of content to the frequency of offering that
content. Ms. Nhu Loc stated that with large companies, all public communications must
29

be very critical and must be reviewed by the approving authorities. When it comes to social
media recruitment, it means that the company needs to change the culture to adapt.
Mr Bang Nguyen also admitted the recruiting habits of Vinamilk is still focus on the
traditional methods that post job and waiting for applicants automatically come to apply.
This method is quite passive. This means that when Vinamilk adopts a new and more
active approach, there will be challenges for the company to change a long-standing habit.
Vinamilk’s leaders must be familiar with the fact that all information about the company
needs to be transparent and available for immediate response.
In summary, when Vinamilk changes from traditional recruiting tools to social media
methods, the company will face with many challenges related to culture. Therefore, the
challenge from changing in corporate culture is one of the cause problems of Vinamilk.
However, Mr Bang Nguyen pointed out that “Integrity has long been a core value in
Vinamilk’s culture”. This means that Vinamilk will be transparent and honest in all
transactions and behaviors. So if Vinamilk's Human Resources department can prepare a
perfect plan for the transition in social media recruiting, it will undoubtedly gain the support
from the management. Thus, Challenges from Changing in Corporate Culture is a cause
problem but it is not the first priority that needs to be solved.
2.6.2 Challenges From Changing The Staff’s Position In The Workplace
When a company uses technology to promote some aspects, the staffs need to have
altered knowledge such as: company’s activities, management procedures, sharing
process and other areas related to the organization’s culture (36). This means that
when the company uses social media as a recruitment method, the recruitment team
need to well-prepared knowledge about the company to communicate with the public.
Social media recruitment method need the HR staffs to ensure that they can engage with
the channels they create and handle various expectations such as: conversation, response
quickly, solving immediacy problem etc. In addition, they must familiar with the
30

style and types of information that can be shared in the social media while following any
legal parameters (37).
Besides these literatures, in order to confirm, Ms. Nhu Loc, an ex-employee at Pepsico
shared that when a company uses social media recruitment methods, it means that the
company must have dedicated staff to interact with users regularly. In case there is not
timely control can cause consequences such as media crisis if the competitors
intentionally leave negative comments about the company’s product.
Mr Bang Nguyen also mentioned an important reason that Vinamilk is a local company,
so it will be more difficult to touch the global human resource trendy in compare with the
other multinational companies. In case Vinamilk hires more young and enthusiastic HR
staffs, they also need time to adapt and deeply understand about the corporate culture as well
as company’s functional procedures. He added, the pursuit of a new recruitment method
means Vinamilk’s HR staffs must learn and cultivate new knowledge, and deploy step by
step while still maintaining the traditional recruiting tools. This will increase the workload
for everyone. The company will face with many potential issues such as: the training about
new methods, the staffs’ pressure related to workload, the recruiting new qualified staffs
corresponding to the new workload increase etc.
Conclusion, although Vinamilk has the HR team which had a lot of working
experiences in recruitment field, however, to adapt with the new modern recruiting
methods as social media, Vinamilk’s HR staffs need to quick adapt with new conditions
or add more professional headcounts from market outside to improve the recruitment
process. In short word, the Challenges from Changing the Staff’s Position in the
workplace is one of the most cause problems at current situation.
2.6.3 Not Up-To-Date Recruitment Sites
Social media can consider as a method to extend the existing recruitment strategy.
Before using it, the company needs to ensure that the corporate recruitment site is up-to-
date and ready to handle more add-in information (37).
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To clarify, Mr. Bang Nguyen – Recruitment Manager shared that HR team also use
Vinamilk’s website to post job. However, they are not focus on this channel. That’s why
when potential candidates visit Vinamilk’s website, they can see a job online from one to
two months. Because Vinamilk is still not attract applicants visit the website from the
other sites, so the traffic here is very low. Just person who love Vinamilk visit the
website. Moreover, he expressed that although Vinamilk had company account on
LinkedIn, yet they do not update frequency here, with a large company like Vinamilk, all
public information need to be careful, especially on social networks. Thus, the fact that
Vinamilk does not update recruiting information regularly leads to the restriction of
Vinamilk’s information to post on social networks. This cause limits the information to
potential candidates affects the central problems.
In case the main cause problem of Challenges from Changing the Staff’s Position in
the Workplace above can be solved, the new HR staffs can easily handle the status of the
recruitment sides frequently, not only the Vinamilk’s website but also the other social
network sites that are related to recruitment as well. Therefore, although a Not Up-To-
Date Recruitment Site is also a cause problem, it is not the priority that needs to be
solved first.
2.6.4 The Influence Of Social Media Sites To Traditional Recruiting Tasks
Ms. Thu Ngo pointed out that LinkedIn or Facebook is very convenient for recruiters
in the term of speed and convenient nowadays. Many people use LinkedIn to looking for
new career opportunities. Yet, whenever they want to change the job, they go to LinkedIn
rather than visit traditional recruiting tools. LinkedIn becomes the mediate vehicle to
connecting job seekers to the employers and vice versa. This will affect the recruitment
activities of Vinamilk.
Although LinkedIn or Facebook can make the recruitment process faster, it can
change the role of recruiters in different ways. Social media sites cannot become the
dominant tools, any methods always have the pros and cons. Besides the benefits of
social media, the disadvantage of dominant “middle man” should still be considered (38).
32

The important thing is the role of Vinamilk’s HR staffs to balance between the social
media and traditional tools, so the influence of social media sites to traditional recruiting
tasks is a cause problem but it is not urgent to solve first.
2.7 Cause Validation
Based on the above analysis, Challenges from Changing the Staff’s Position in the
Workplace is the key reason that leads to the limited social media recruiting tools at
Vinamilk among three factors. This conclusion can be supported by these following
criteria:
• This cause related to the changing in the nature of work of human resource, so the
HR team can control it include rotation, changing job description or even recruits
new members to meet additional workload.
• Vinamilk starts to employ a new method of social media recruiting in line with the
trend of the times, especially in the 4.0 era, which will surely bring about
improvements in the quality and quantity of candidates.
• In the age of internet boom, social networking sites are used free to a certain
extent, so it will not significantly impact the financial status of Vinamilk.
In summary, the final cause-effect map can be drawn as below:
33

Potential Causes
Challenges from changing
in corporate culture – Validated Problem
Transparent Society
Challenges from changing Limited Social Media
Recruiting Tools
the staff’s position in the
workplace
Not up-to-date recruitment
sites
The influence of social
media sites to traditional
recruiting tasks
Figure 12: The final cause-effect map
Organizational
Symptom
The quantity & quality of
candidates decreased
Validated
Consequences:
- Brand value
- References and
recommendations
- Cost of recruitment
- Speed of recruitment
- Quantity and quality of
job applicants
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CHAPTER 3: DESIGN SOLUTION FOR SOLVING PROBLEM
As discussed at the previous part, the main cause that leads to the center problem is
the Challenges from changing the staff’s position in the workplace. So this chapter will
design some alternative problems to solve this cause.
Based on the interview data with Mr. Bang Nguyen, there are two alternative solutions
were established: The first alternative solution: The current long-term human resources
staffs will be mainly responsible for implementing the new method and The second
alternative solution: Recruiting new member who has many working experience in social
media recruiting tools to implement.
3.1 The first alternative solution: The current long-term human resources staffs
will be mainly responsible for implementing the new method.
In Vinamilk, HR staffs have worked here for a long time and they are familiar with the
traditional recruitment method. Thus, when the trend of the labor market and the world
moved to the new recruiting method via social network, Vinamilk is still confused in the
transition. Although Vinamilk employs social networking tactics, it is still primitive and
individualistic, and has not been implemented properly. Therefore, this method has not
really contributed to improve the quality of employment in Vinamilk.
The long-term employees are very important because they have a lot of advantages
in compare to new members such as: the company’s solid knowledge, the system‘s
invaluable supporting, the stability in work and the cost effectiveness (39).
Firstly, the long-term Vinamilk employment will make them understand the
company's culture, products and services, understand what to do and what not to do.
Hence, they will make fewer mistakes. Second, they understand the system, so they do
not take the training time and can even retrain the new employee. Third, long-term work
will make the staff's spirit comfortable in a stable environment. Finally, long-term staffs
will make the company's budget very effective, without wasting on costs on exist
35

interviews, unemployment allowances, new hiring advertisements, the new recruitment
process etc. (39).
Mr Bang Nguyen also suggested a solution to solve the current situation.
First of all, Vinamilk's current recruiting team will implement parallel social media
recruiting methods in addition to traditional recruiting methods. Only long-time
personnel understand the most about the culture as well as the field of operation of the
company. In order to convince Vinamilk’s management with these new changes, HR
team must have a perfect proposal. The goal must be identified, followed by a guideline
on the steps to be taken.
The next step is to divide the task for the recruiting team members. Training courses
or instructional materials on the deployment method should be provided to the members.
During the deployment process, the workload will increase, and Vinamilk’s HR team
need recruited some trainees or junior employees to support. They will be responsible
for the admin tasks of traditional recruiting methods such as posting job, screening
candidate’s resume, arranging interviews etc.
With the recruitment trend with social media becoming so popular nowadays, it is
not difficult for Vinamilk to approach the new methods. The important thing is to
properly implement based on the company context. Therefore, human resources are the
most important factor, especially those who have worked in the company for a long
time, who understand the culture as well as the structure of the company, so adjusted to
the new recruitment method is also more effective.
Accordingly, some benefits and costs when applying the first alternative solution: The
current long-term human resources staffs will be mainly responsible for implementing the
new method are described as bellows:
Benefits:
• Having knowledgeable staffs about the culture and structure of Vinamilk in
deploying new recruitment methods through social networking
36

• Avoiding mistakes in compared to newcomers who may be have deeply
understand about social media recruiting tools but do not understand how
Vinamilk operates.
• Saving time and cost of recruiting experienced staff in the social media segment.
Moreover, senior positions often take a lot of time to recruit and cost more.
• Improving the working spirit of long-term staffs because they are in charge in
new tasks and have more opportunities to improve skills, learn more etc.
• Long-term staffs are familiar with a certain number of candidates, so they
should also be easy to interact with the applicant in the process of new method.
Costs:
• The cost of hiring some trainees or junior employees to support admin tasks: from
USD 300 to USD 700 (Sources: Vietnam 2017 Salary Guide from First Alliances)
3.2 The second alternative solution: Recruiting new member who has many working
experience in social media recruiting tools to implement
When developing a new field of work, it is important for any organization to find the
right person for the new role. Recruiting new people from the outside brings new ideas,
new methods and talents to the organization. This will bring many opportunities for the
company to have the potential and qualified candidates and also help develop a diverse
workforce. Recruiting a talented and experienced external applicant will reduce the cost
of training and provide the company with a lot of competitive advantage. New
employees will have creative and innovative working methods, not repeat the old way of
operating, so it stimulates the company both progress and growth (40).
In Ms. Thu Ngo’s opinion, recruiting a new person with many years of working
experience in the field of recruiting and especially social media will help Vinamilk a lot in
the early stages of systematically deploying new recruitment methods. He or she will
understand how to build a social media recruiting strategy so it's easy to implement and
37

apply. Thus, the company will save time in the initial set up. In addition, obstacles or
difficulties in the implementation process are anticipated, so that the company can prepare
for countermeasures.
However, Ms Thu Ngo emphasized that any solution is two-sided, a good person
implement a good method in one company, maybe cannot make it work in the next
company. Perhaps the culture of this company is different from the other company culture
that has led to significant changes. The cost and time to recruit a suitable senior staff is
also an important concern. Therefore, developing a social media recruiting plan perfectly
and in line with the company context is very important.
It is obviously to see the benefits and costs from the second alternative solution:
Recruiting new member who has many working experience in social media
recruiting tools to implement as bellows:
Benefits:
• Creating a new working environment with new ways of operating and management
• The current employees of Vinamilk will have the opportunity to acquire new
knowledge as well as new skills
• The new one with senior level can start to work immediately and do not take the
training time
• Diversifying the fields of work in the team recruitment
• Motivating, promoting the emulation and creativity among current and new
member
Costs:
• The cost of hiring senior level in HR filed and especially in charge in implement
social media recruiting methods: from USD 1500 to USD 3000 (Sources: Vietnam
2017 Salary Guide from First Alliances)
38

In summary, based on the two solutions presented above, it is very valuable and
practical to choose the best solution to implement the action plans for Vinamilk's human
resources department. The problem of limited social media recruiting tools is not only
related to the organization of work of Vinamilk’s HR team, but also to the sensitivity of
the HR global trendy. Therefore, this problem should be solved immediately to improve
the efficiency of recruitment at Vinamilk.
After considering the benefits and costs between the two options, the second
alternative solution that Recruiting new member who has many working experience in
social media recruiting tools to implement is obviously an ineffective solution. This is the
problem related to the terms of time, cost and especially the necessary adaptability to the
culture of organization.
To sum up, Mr Bang Nguyen emphasized that there are many benefits if Vinamilk use
current long-time HR employees to implement the social media recruiting strategy.
“Firstly, the current staffs who have worked for Vinamilk for a long time will be
extremely familiar with the organization, the colleagues and especially the wide
connection with candidates in labor market. In order to enhance social interaction, it
is important for employees to have a broader relationship with the other colleagues
who can help them interact and share on social networks. In addition, the current
personnel have a large data base candidates will also be more convenient to connect,
build relationships.
Secondly, the current staff is familiar with the way the company operates and the way
in which the leaders work. Therefore, the consultation of the information on the social
network is easy to present and be easier to get approval.
And finally, in the terms of cost, hiring a fresh employee to do admin job will be easier
to recruit at a lower cost in compare to the other senior positions”.
In conclusion, there are good evidences and reasonable analysis for the Board of
Vinamilk Management‘s consideration. Maybe they should consider implementing the
39

first alternative solution that the current long-term human resources staffs will be
mainly responsible for implementing the new method at this time for improving the
recruiting efficiency.
40

CHAPTER 4: ACTION PLAN
Based on the findings of the previous section in combine with the recommendation
from Mr. Bang Nguyen, Vinamilk needs to take these steps below to establish a solid
social media recruiting strategy:
• Define Vinamilk’s goals: What does Vinamilk need from social media? What
is Vinamilk trying to achieve? Establish Vinamilk’s short, medium and long-
term goals (41)
• Define Vinamilk's culture: What makes Vinamilk special and different from
other FMCG companies?Why employees stick with Vinamilk? What will attract
talents to work at Vinamilk (42)
• Determine the right platform: Which platforms of social network will be
compatible with different vacancies at Vinamilk? Use advanced search features of
some social networks (43)
• Develop and implement the strategy
• Involve the employees of Vinamilk: How can Vinamilk uses current employees to
promote the social media recruiting tools?
• Evaluate the Strategy (43)
4.1 Action Plan from Vinamilk
A detailed plan to implement the social media recruiting strategy will be illustrated
clearly steps by step as bellows:
• Time period: 06 months, from December 2018 to May 2019
• Responsibilities: Recruitment team in Vinamilk’s HR department (4 members: 01
Recruitment Manager; 02 Recruitment Specialist; 01 new member for admin
tasks); HR Director
41

Step Objectives Actions
Timeline
Responsibilities Dev Jan Feb Mar Apr May
2018 2019 2019 2019 2019 2019
- Setting up the Recruitment KPIs for the
next year, include identify the role of social
- To identify what
media recruiting tools in: - Recruitment
Step 1:
- Building employer branding Manager
Vinamilk need from
- Saving recruiting cost - Recruitment
Define social media? - Sourcing candidate by position/ location/ Specialist
Vinamilk’s - To measure the industry…
goals percentage of the
- Diversifying recruiting sources
strategy completion
- Establishing a Vinamilk’s short, medium - Recruitment
and long-term goals Manager
- HR Director
- To give candidates a - Expressing the personality of Vinamilk.
Candidates can get more information about
glimpse of what will
Vinamilk via social networking in the form
be like when - Recruitment
of:
becoming a part of Specialist
+ Sharing photos of Vinamilk's working
Vinamilk
Step 2:
- To sharing the environment
Define + Describing the benefits of Vinamilk
reasons why
Vinamilk's
employees stick with + Introducing Vinamilk’s senior staff or - Recruitment
culture
Vinamilk outstanding performance employees Specialist
- To show the - Recruitment
benefits to attract Manager
talents to work at + Creating unique social page for - Recruitment
Vinamilk
Vinamilk's culture Specialist
42

Step 3:
- To identify the - Choosing 1 to 2 platforms to drive the
- Recruitment
compatible platform traffic based on the reach and
Determine Specialist
with different demographics (LinkedIn and Facebook)
the right
vacancies at - Making sure that these sites are up-to- - Recruitment
platform
Vinamilk date Specialist
- Creating a social network account,
prepare:
- Recruitment
+ The professional avatar
Specialist
+ The introduction about the bio account
and brief information about Vinamilk
- Posting attractive information frequently,
- Recruitment
such as:
Specialist
+ Job openings
- Recruitment
+ Vinamilk’s updated information
Step 4: - To accomplish the Manager
+ Sharing experiences
Develop goals have been
- Testing the applying process before - Recruitment
the strategy established
launching to make sure: Specialist
+ The applying steps is reasonable - Recruitment
+ The process is quick and easy to conduct Manager
- Prioritizing the recruiting social network
platform: - Recruitment
+ Prioritizing LinkedIn, a famous site in Specialist
professional recruiting tool
+ After proficiency with LinkedIn, move to - Recruitment
the next is Facebook Specialist
Step 5: - To accomplish the - Connecting to the right individuals and
- Recruitment
Implement goals have been organizations. This will belong to the
Specialist
the strategy established objectives for the search that Vinamilk’s
43

HR staffs can use the right key word, such
as:
+ Location
+ Education Background
+ Level of position
+ Specialization
+ Industry
Step 6: - To increase the - Encouraging current Vinamilk’s - Recruitment
Involve the interaction based on a employees to become the brand Specialist
Vinamilk’s trusty sources for ambassador through some actions: like and - Vinamilk’s
employees candidates share the information to driving the traffic. employees
- Establishing a number of factors to
measure the effectiveness of the strategy:
+ Number of applicants from social media
sources
Step 7:
- To measure the
+ Traffic to the company's recruiting page - Recruitment
Evaluate + Number of comments and mentions on Specialist
effectiveness of the
the the platforms - Recruitment
strategy
Strategy + Number of connections, views / likes / Manager
and follows on social networks accounts
+ The saving cost through using social
media recruiting tools in compare to
traditional recruiting tools.
44

4.2 Effectiveness measurement
Vinamilk's HR department discusses and provides the expected indicators of social
media recruiting strategy after implementing as below:
No. Indicator Expected figures
Expected time of
completion
1
+ Number of applicants from social 3 qualified profiles/
Feb 2019
media sources month
2
+ Traffic to the company's 500 page view/
March 2019
recruiting page month
3
+ Number of comments and 5 comments or
April 2019
mentions on the platforms mentions/ post
+ Number of connections, views /
Increase 200
4 likes / and follows on social April 2019
followers/ month
networks accounts
+ The saving cost through using
5
social media recruiting tools in
Saving 20% cost March 2019
compare to traditional recruiting
tools.
Table 1: Board of Management‘s expectation on improving recruiting effectiveness
In summary, based on the above expected figured in implementing social media
recruiting strategy, the Board of Vinamilk’s Management should be approved to actions
immediately the proposal to achieve the effectiveness result in the near future.
45

Conclusion
In the recruitment of a social-networking era, social media recruiting strategy plays a
huge role in the recruiting effectiveness of any organization. This thesis aims to identify
the potential causes of the decline in the quality and quantity of applications for
recruitment at Vinamilk based on a major problem analysis of limited social media
recruiting tools. The findings of the thesis indicate that Challenges from changing the
staff’s position in the workplace is the main cause of the limited social media recruiting
tools. In general, the thesis has made a great contribution in finding appropriate
solutions to solve for each cause. Finally, based on theories and interview with the
related people, consider cost benefits ... the best solution was The current long-term
human resources staffs will be mainly responsible for implementing the new method.
In this essay, the detailed implementation plan to address the major cause of
Challenges from changing the staff’s position in the workplace is based on long-term
human resources staffs at Vinamilk. After considering many factors and based on positive
predictions when launching the campaign ..., the problem of Limited Social Media
Recruiting Tools can be resolved to improve the quality and quantity of applications at
Vinamilk.
46

SUPPORTING INFORMATION
Appendix 1: Interview Transcript - Mr. Bang Nguyen (Recruitment Manager
at Vinamilk)
Good morning Bang,
Many thanks for taking your time to attend the interview today. I am currently conducting
a research in order to find out the problem that takes to the decline of the candidates’
quality and quantity at Vinamilk. That’s the reason why I want to talk with you to get
more information about the company’s context.
The interview can take from 15-20 minutes. I will take notes during the interview to avoid
missing information. Are you ready?
Mr. Bang Nguyen: Yes, please go ahead.
Firstly, can you introduce about yourself and your role at Vinamilk.
Mr. Bang Nguyen: I am Bang Nguyen, a Recruitment Manager at Vinamilk, I
have worked at Vinamilk for 10 years and 13 year experiences in recruitment field.
How many employees are currently working in Vinamilk’s Head office?
Mr. Bang Nguyen: Around 350 employees
How many employees do you recruit in Vinamilk’s Head office every year?
Mr. Bang Nguyen: About two to three years ago, the average number of vacancies per
year at headquarters was about 30-40. In recent years, with the continuous development
of the company, opening more factories, subsidiaries and farms, the average number of
positions increased from about 50 to 60 positions. Along with that, the job requirements
are also harder, especially recruiting for international markets. For example, recruiting for
the Chinese market, we especially give preference to those who know Chinese, and those
candidates are also required to be good at English. Indeed, bilingual candidates are very
scarce.
What are the recruiting tools do you use?
Mr. Bang Nguyen: We use mainly methods of posting job on Vietnamworks, Jobstreet.
All vacancies that we post there are up-to-date. We also use Vinamilk’s website to post
47

job. However, we are not focus on this channel. That’s why when you visit Vinamilk’s
website you can see a job online from one to two months. Because we are still not attract
applicants visit our website from the other sites, so the traffic here is very low. Just
person who love Vinamilk visit our website. Therefore, we do not post job frequency
here. For some senior level positions, we use headhunting service, but it is rarely use
because the turnover rate of manager position in Vinamilk is very low. That is the reason
why Vietnamworks and Jobstreet are still our main channels of recruitment.
As I mention before, the quantity and quality of Vinamilk’s candidates are decreased,
could you please give more information about this situation?
Mr. Bang Nguyen: That may be because we have not really diversified recruitment
methods. From the past, Vinamilk is a big brand, so there are many applicants even
though we just post job from traditional sources. However, in the context of talent
competition between companies today, the implement of parallel recruitment methods is
very necessary. At present, the main sources for recruiting at Vinamilk can be divided in
two groups: Traditional recruitment channels (such as: Vietnamworks, Jobstreet,
Company Website, Employee Referral and Headhunter) and Social media recruitment
channels (LinkedIn, Anphabe, Facebook…). However, the large proportion of 80% still
belongs to the traditional recruitment methods. We really do not focus on how to recruit
on the social network. This can be a limiting factor because traditional methods of posting
jobs are quite costly, while the methods of recruiting through social networks you can
even use for free.
Anything else?
Mr. Bang Nguyen: Moreover, the scale and growth rate of Vinamilk is increasing
continuously in both domestic and international markets. Scaling up means that the
company has to increase its labor force; and to the international market, the recruitment
criteria are more stringent. Therefore, the number and quality of candidates to meet
these needs will be more limited than before.
Thank you so much for your sharing.
48

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