The Recruitment Process Of Gia Thanh Real Estate Agency Co., Ltd.

Nhận Làm Báo Cáo Thực Tập Thuê Trọn Gói – Điểm Cao
Zalo/Tele Nhắn Tin Báo Giá : 0909.232.620
HO CHI MINH CITY UNIVERSITY OF FOREIGN LANGUAGES
- INFORMATION TECHNOLOGY
DEPARTMENT OF INTERNATIONAL BUSINESS
ADMINISTRATION
)
---------***--------
INTERNSHIP REPORT
Major:................................
THE RECRUITMENT PROCESS OF GIA THANH
REAL ESTATE AGENCY CO., LTD
Student’s name: ....................
ID Number: ...........................
Class: ......................................
Course: ...................................
HCMC,<month>/<year>

2
NHẬN XÉT CỦA CƠ QUAN THỰC TẬP
Tên Doanh nghiệp/ Công ty/ Cơ quan:
Địa chỉ:...................................................................................................................................
Mã số thuế: (nếu có) .............................................................................................................
Mã số đăng ký kinh doanh/Mã số doanh nghiệp: (nếu có)....................................................
Ngành nghề kinh doanh/ lĩnh vực hoạt động chính:..............................................................
Chúng tôi xác nhận Sinh viên:...............................................................................................
thực tập tại Doanh nghiệp/ Công ty/ Cơ quan từ ngày…… tháng….. năm……. đến ngày….
tháng…… năm…….. như sau:
- Về tinh thần thái độ:
................................................................................................................................................
................................................................................................................................................
- Về việc tiếp cận thực tế nghiệp vụ, hoạt động của Doanh nghiệp/ Công ty/ Cơ quan:
................................................................................................................................................
................................................................................................................................................
................................................................................................................................................
................................................................................................................................................
- Về số liệu sử dụng trong bài (ghi rõ số liệu được sử dụng trong THTTTN có phải do Doanh
nghiệp/ Công ty/ Cơ quan cung cấp cho Sinh viên hay không):
................................................................................................................................................
................................................................................................................................................
................................................................................................................................................
- Nhận xét khác:
................................................................................................................................................
................................................................................................................................................
................................................................................................................................................
………, ngày …… tháng …… năm ……
Ký tên
(Ghi rõ chức vụ, ký tên, đóng dấu)

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PHIẾU THEO DÕI TIẾN ĐỘ HƯỚNG DẪN VÀ VIẾT THTTTN
Họ và tên SV:…………………………………….........…………Khóa/lớp…….……….........
MSSV:............................................................................................................................................
Tên đề tài: ......................................................................................................................................
........................................................................................................................................................
Giảng viên hướng dẫn:...................................................................................................................
Bước Nội dung hướng dẫn Thời gian Địa điểm
GVHD
ký xác nhận
1
Được góp ý tên đề tài và cách
thực hiện đề tài, hướng dẫn tài
liệu tham khảo
2 Nộp đề cương chi tiết
3 Nộp chương …
4 Nộp chương …
5
Nộp chương …
6 Nộp bải hoàn chỉnh lần 1
7 Nộp bản hoàn chỉnh lần 2
8 Nộp bài hoàn chỉnh để GV ký
Nhận xét của GVHD v/v đồng ý hoặc không đồng ý cho SV nộp THTTTN:
........................................................................................................................................................
........................................................................................................................................................
........................................................................................................................................................
Tp. Hồ chí Minh, ngày …tháng … năm 20…
Giảng viên hướng dẫn
(Ký và ghi rõ họ tên)

i
PHIẾU BÁO CÁO CÔNG VIỆC
Họ và tên SV: ..……………………………….……............…Khóa/lớp……...……….......
MSSV: ....................................................................................................................................
Tên đề tài: ...............................................................................................................................
.................................................................................................................................................
STT Ngày Nội dung công việc
Tự đánh giá
(Tốt / Hoàn thành /Chưa hoàn thành)
1
2
…
32
Ghi chú: SV hoàn thành Phiếu báo cáo công việc, đóng rồi nộp cùng THTTTN.
Sinh viên thực tập

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TRƯỜNG ĐẠI HỌC NGOẠI NGỮ TIN HỌC TP.HCM
KHOA QUẢN TRỊ KINH DOANH QUỐC TẾ
--o0o--
PHIẾU NHẬN XÉT THU HOẠCH THỰC TẬP TỐT NGHIỆP
Họ và tên SV: ..……………………………….……............…Khóa/lớp……...……….......
MSSV: ....................................................................................................................................
Tên đề tài: ...............................................................................................................................
.................................................................................................................................................
Giảng viên hướng dẫn: ............................................................................................................
Ý kiến nhận xét (khoanh tròn lựa chọn phù hợp):
1. Sinh viên đã nghiêm túc thực hiện THTTTN theo sự hướng dẫn của GVHD..
2. Sinh viên đã thực hiện theo hướng dẫn của GVHD nhưng chưa đầy đủ.
3 Sinh viên không thực hiện đầy đủ hướng dẫn của GVHD. GVHD không chịu
trách nhiệm về đề tài.
4. Sinh viên không thực hiện hướng dẫn của GVHD. GVHD không đồng ý cho
sinh viên nộp THTTTN.
Nhận xét khác (về tinh thần, thái độ, chuyên cần, ...) (nếu có):
.................................................................................................................................................
.................................................................................................................................................
.................................................................................................................................................
.................................................................................................................................................
Giảng viên hướng dẫn

iii
ACKNOWLEDGEMENT
I would like to send my sincere thanks to the teachers Of Ho Chi Minh City
University Of Foreign Languages - Information Technology Department Of
International Business Administration, especially the teachers of the school who have
provided me with useful knowledge which I am equipped with to set off my long
journey to the future. I express my deepest gratitude and special thanks to
…………………………….who has given me a lot of proper guidance, effective
comments and with a good support during my internship program.
Then, I would like to express my profound gratitude to the leaders and
employees of Gia Thanh Real Estate Agency Co., Ltd. They had led, helped and gave
me necessary advices and guidance during my internship period. I've learned a lot of
valuable experience and useful things.
During the period of my internship, I will inevitably make mistakes. I wish
teachers of Ho Chi Minh City University Of Foreign Languages - Information
Technology Department Of International Business Administration; the person of Gia
Thanh Real Estate Agency Co., Ltd can forgive and give me many comments and
suggestions that I can improve myself further.
Last but not the least, I wish the teachers of Ho Chi Minh City University Of
Foreign Languages - Information Technology Department Of International Business
Administration the best health and happiness, so you all can teach us the true meaning
of life and made our future bright and pleasant. I also wish the leaders and all
employees of Gia Thanh Real Estate Agency Co., Ltd all the best of luck, success and
happiness in the future.
Thank You!

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LIST OF ACRONYMS
L&A Le & Associates
MRT Mass Recruitment Team
HRBP Human Resource Business Partner
CV Curriculum Vitae
EBT Earning Before Tax
EO Employment Outsourcing
BD Business Development
C&OD Consulting & Organizational Development
F&A Financial and Accounting
R&D Research & Development
MKT Marketing
PO Project Outsourcing
IT Information Technology

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TABLE OF CHARTS AND TABLES
Picture 1.1. Logo of Gia Thanh Real Estate Agency CO., LTD.....................................3
Chart 1.1: Organizational structure of Gia Thanh Real Estate Agency CO., LTD.........4
Table 1. 1: Data of Gia Thanh Real Estate Agency CO., LTD Business Activities
2016-2018........................................................................................................................6
Figure 1.1: Sales Revenue 2016-2018.............................................................................7
Figure 1.2: Costs of Gia Thanh Real Estate Agency CO., LTD in 2016-2018...............7
Table 2.1: The total labor force of the company over the past 3 years ..........................8
Figure 2.1 Process of recruitment using HR outsourcing .............................................14
Figure 2.2 Process of recruitment not using HR outsourcing .......................................16
Table 2.2: Recruitment results of Gia Thanh Real Estate Agency CO., LTD (2016 -
2018)..............................................................................................................................19

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TABLE OF CONTENTS
ABSTRACT ....................................................................................................................1
INTRODUCTION...........................................................................................................2
1.Main reason for choosing the topic:.............................................................................2
2. Purpose of the research:...............................................................................................2
3.The research’s scope: ...................................................................................................2
4. Research methodologies:.............................................................................................2
5. The main contents of project:......................................................................................2
CHAPTER 1: OVERVIEW OF GIA THANH REAL ESTATE AGENCY CO., LTD.3
1.1.History of Gia Thanh Real Estate Agency CO., LTD...............................................3
1.2 The mission, functions and development orientation of the company .......................3
1.2.1 functions ..........................................................................................................................3
1.2.2 Missions...........................................................................................................................4
1.2.3 Development orientation ...............................................................................................4
1.3. The company organization structure..............................................................................4
1.3.1. Organizational structure ...............................................................................................4
1.3.2. Functions and duties of department ............................................................................5
1.4. Business performance of the Company from 2016 to 2018.....................................6
CHAPTER 2....................................................................................................................8
2.1. The situation personnel of Gia Thanh Real Estate Agency CO., LTD ....................8
2.2. Recruitment process at Gia Thanh Real Estate Agency CO., LTD .......................11
2.3. Swot analysis of Gia Thanh Real Estate Agency CO., LTD..................................21
2.3.1 Strengths........................................................................................................................21
2.3.2 Weaknesses ...................................................................................................................22
2.3.3 Opportunities.................................................................................................................22
2.3.4 Threats ...........................................................................................................................23

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CHAPTER 3: SOME SUGGESTIONS TO IMPROVE EFFICIENCY OF HUMAN
RESOURCES RECRUITMENT AT GIA THANH REAL ESTATE AGENCY CO.,
LTD ...............................................................................................................................26
3.1.Suggestion 1 For Linkage Between Departments ...................................................26
3.2.Suggestion 2 For Recruitment Information Channel ..............................................26
3.3.Suggestion 3 For Headcounts of MRT....................................................................27
3.4.Suggestion 4 For Commitment Time ......................................................................27
3.5.Suggestion 5 For Warranty Policy ..........................................................................28
3.6.Other Suggestions....................................................................................................28
CONCLUSION .............................................................................................................30
REFERENCES..............................................................................................................31

1
ABSTRACT
With the flow of economic integration of the country is the birth of business
enterprises with many different fields and industries. However to be able to survive
and develop sustainably in the opening and fierce competition environment requires
businesses to create a foothold in the market. The core factor to operate well large
enterprises is the human resources. Indeed, to be able to survive and developing in the
fiercely competitive market, companies must identify goals and directions for using
resources in the enterprise as well as find solutions to optimize human resources, helps
businesses save costs, optimize business efficiency, freeing businesses out the non-
core administrative work, helping businesses improve compliance with legal
regulations related to labor, improve productivity and quality of work. Take advantage
of modern and professional technology and tools of human resources management in
labor management. Since then, companies for HR services have come into existence,
to serve the urgent needs of human resources for various partners.
Any process that has been, is and will be in operation will have its advantages
and disadvantages, so the analysis of the process of recruitment service human
resource enterprise is one of the ways to improve the quality of service for the
business. Through the analysis and evaluation of the recruitment process of the
company, the company will capture the status of its business operations, confirm the
cause and source of the recruitment has influenced the recruitment activities, as well as
the positive factors, the potential resources of the enterprise, thus bringing into play
the strengths to overcome the disadvantages and difficulties. The business also
encountered. Besides, it also helped the company set out the tactics business suit size
and capacity of the company itself in order to improve recruitment efficiency.

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INTRODUCTION
1.Main reason for choosing the topic:
Up to now, labor has always been a key element of the country's needs. The
fostering and exploiting labor resources rationally, effectively are always given top
priority. Not every business knows how to use labor resources efficiently to generate
the highest labor efficiency.
In the era of integration as it is today, labor efficiency of employees is one of the
important elements for assessing the success between these companies. Of course, the
labor efficiency of employees must depend on so many factors and in many
conditions, different circumstances. Every business will always find different ways to
promote labor efficiency of employees to generate the highest profit. Therefore,
understanding the factors that influence the efficiency of employees is extremely
important. That is why I decided to choose this topic: THE RECRUITMENT
PROCESS OF GIA THANH REAL ESTATE AGENCY CO., LTD”
2. Purpose of the research:
The purpose of this topic is to study the basic theory and reality of personnel
recruitment at Gia Thanh Real Estate Agency Co., Ltd. Identify the points that exist
and suggest ideas to help the company achieve a better quality of workforce.
3.The research’s scope:
The research’s scope is recruitment at Gia Thanh Real Estate Agency Co., Ltd from
2016 to 2018
4. Research methodologies:
Reading methods of documents: annual financial reports, business results reports,
personnel statistics of the company. Practical survey method: survey on business
performance and personnel of the company. Economic statistical methods: Statistical
data, analysis, comparison, evaluation of business production and recruitment of
personnel in the company.
5. The main contents of project:
Chapter 1: Overview Of Gia Thanh Real Estate Agency Co., Ltd
Chapter 2: Situation of human resources recruitment at Gia Thanh Real Estate Agency
Co., Ltd

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Chapter 3: Some recommendations to improve efficiency of human resources
recruitment at Gia Thanh Real Estate Agency Co., Ltd
CHAPTER 1: OVERVIEW OF GIA THANH REAL ESTATE
AGENCY CO., LTD
1.1.History of Gia Thanh Real Estate Agency CO., LTD
 Gia Thanh Real Estate Agency CO., LTD
 Add: 112 Tan Son Hoa, 5 ward, Tan Binh District, HCHC
 Tel: (028) 62 871 606
 phone: (028) 62568253
 Fax: 08.62568353
 Hotline: 0974,537,942
 Manufacturing and export footwear
 Trading real estate
 Investing finance
 Investing and trading in infrastructure, industrial zone.
 Leasing warehouses and trade center.
Picture 1.1. Logo of Gia Thanh Real Estate Agency CO., LTD
1.2 The mission, functions and development orientation of the company
1.2.1 functions
Gia Thanh Real Estate Agency CO., LTD specializes in buying and selling real
estate, offers brokerage services for the sale, rental, assistance provided amenities
needed, provides property management services for owners of large estates.

4
1.2.2 Missions
Gia Thanh Real Estate Agency CO., LTD founded with the desire to create
useful intermediary channels, trustworthy to investors, organizations and individuals in
and outside the country can reach, make real estate transactions quickly, safely. At the
same time promote the professionalism and enhance the competitiveness of the goods
on the trading floor.
1.2.3 Development orientation
Gia Thanh Real Estate Agency CO., LTD became the leading enterprises about
investing-professional real estate business in Vietnam. Link, thrive in areas of project
investment, financial investment. Training-build the dynamic team of staff, have
excellent qualifications, adapt faster to the market and the real estate profession.
Step by step conversion offers a variety of real estate services in a professional
manner. Non-stop innovation, improve professionalism, provides the optimal solution,
create maximum convenience for the customer according to the model of a closed
door.Khai Minh investment real estate joint stock company is the middleman between
buyers and sellers in real estate transactions
1.3. The company organization structure
1.3.1. Organizational structure
Gia Thanh Real Estate Agency CO., LTD with staffing structures are arranged
very scientific, consistent with the nature of production and business activities of the
company, in accordance with the laws of the Socialist Republic of Viet Nam.
(Source:Human resources Department)
Chart 1.1: Organizational structure of Gia Thanh Real Estate Agency CO., LTD
Marketing - Sales
manager
Chief
accountant
Human resources
Vice-Director
Director

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1.3.2. Functions and duties of department
Director: Direct operating companies, are responsible for the highest authority in the
company’s operations, and is responsible before the law for business activities and
direction of the target company as well as the improvement of workers live.
Vice - Director
- Assisting the Director in the management and administration of the company's
activities as assigned by the Director;
- Proactive and positive development, implementation and tasks assigned to the
Director responsible for the efficiency of operations.
Marketing – Sales Department have several functions such as: select the channels
through which the goods are to be distributed, trains the salesmen in a knowledge of
the goods and in methods of selling them, Supervises and directs the sales activities of
the men out in the field. Construction of the advertising, marketing and discounting to
attract customers, Design - network, design maquette advertising leaflet, brochure,
catalog, bandrote ... Administration of company web network, writing articles to post
on the company website, receiving and responding to customer inquiries, for work
through the Internet,…
Document accountant: The basic function is responsible for financial services, write
and collect invoices, data reflected on the books and provide timely information to
serve the director's decision. Ensure implementation of financial revenues and
expenditures of the current regime and state tax provisions, social insurance, health
insurance and other obligations to the state besides function rooms include the
proposed cost-saving measures, increase profitability, preserve and develop the
company's business capital.
Human resources department
- Implementation of strategy, annual budgets, work plans of each month to the
Department Director-General for approval.
- The organization of the mirror, in room assignments to complete year budget
plan, work plan of the room / board approved each period.

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- Perform internal reports prescribed by the Company and other reports as
requested by the Executive Board.
- Develop processes and professional regulations of the Office of the field,
evaluate the effectiveness of the process, this provision in practice to
continuously improve and enhance the Company's operations.
- Perform other duties as directed by the Executive division.
1.4. Business performance of the Company from 2016 to 2018
Through three years of business activities, Gia Thanh Real Estate Agency CO., LTD
achieved the profit which in more and more increasing during three years, as in table
1.1
Table 1. 1: Data of Gia Thanh Real Estate Agency CO., LTD Business Activities
2016-2018
Unit: VND
Items Year 2016 Year 2017 Year 2018
1- Sales revenue 25,394,877,565 40,024,986,544 45,392,876,432
2- Cost of sold goods 19,849,378,658 31,456,789,233 35,885,679,392
3 - Interest expenses 500,369,456 589,079,454 604,102,271
4 - Corporate income tax 230,567,888 305,678,943 350,564,478
5- Profit after tax 4,814,561,563 7,673,438,914 8,552,530,291
Sales and service delivery revenue sharply increased from more than 25 billion
VND in 2016 to 40 billion VND in 2017, then gradually went up to more than 43
billion VND in 2018 (Figure 1.3). This is a rewarding result for the company's staff. It
helps profit went up to 7,67 billion VND and 8,88 billion VND respectively.

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Figure 1.1: Sales Revenue 2016-2018
Costs have been also increased during three years as described in Figure 1.1.
Figure 1.2: Costs of Gia Thanh Real Estate Agency CO., LTD in 2016-2018

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The costs of sold goods was high and has increased step by step during three
years because of increasing prodcuction and revenue. Moreover, interest expenses also
increased 3 years ago because interest rate and loans went up. Gia Thanh Real Estate
Agency CO., LTD borrowed more money from some banks to enlarge its business.
Besides, incom tax also went up as well because of revenue going up.
CHAPTER 2
SITUATION OF HUMAN RESOURCES RECRUITMENT AT
GIA THANH REAL ESTATE AGENCY CO., LTD
2.1. The situation personnel of Gia Thanh Real Estate Agency CO., LTD
Table 2.1: The total labor force of the company over the past 3 years
(Unit: persons)
Title 2016 2017 2018 2017/2016 2018/2017
Labours
Proportion
(%)
Labours
Proportion
(%)
Labours
Proportion
(%)
Distance
Rate
(%)
Distance
Rate
(%)
Feature Indirect 37 36.3 42 32.5 65 33.5 5 13.5 23 54.8

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Labour
Direct
Labour
65 63.7 87 67.5 129 66.5 22 33.8 42 48.3
Sex Male 72 70.6 94 72.8 144 74.2 22 30.5 50 53.2
Female 30 29.4 35 27.2 50 25.8 5 16.7 15 42.8
Age Under 30 50 49 65 50.4 91 47 15 30 26 40
30-45 37 36.3 43 33.4 65 33.5 6 16.2 22 51.2
Over 45 15 14.7 21 16.2 38 19.5 6 40 17 81
Level University 30 29.4 40 31 57 29.4 10 23.3 17 42.5
College 20 19.6 25 19.4 36 18.6 5 25 11 44
Vocational
college
17 16.7 21 16.3 40 20.6 4 23.5 19 90.5
High
school
35 34.3 43 33.3 61 31.4 8 22.8 18 41.8
Total 102 100 129 100 194 100 27 26.5 65 50.4
(Source: HR & ADM Department)
In recent years, the labor amount of the company has fluctuated, the total
number of employees has increased year by year. That reflects the scale of the
company's business also tends to develop. The number of employees increases in
response to the market's growth and the company's growth. Specifically, it can see at
table 2.1 as follows:
Total labor: By 2016, the total number of employees was 102, 2017, 129, 27,
26.5%; by 2018, an increase of 65 persons compared to 2017, equivalent to 50.4%
Thus, through the target of the total number of employees over the past 3
years, the company has achieved the goal of expanding the scale of production and
business, creating jobs for 194 employees, besides one can see It is assumed that the
company's labor force is primarily a direct laborer that satisfies most of the business
needs of a forwarder. As follows:
 Male workers: The table shows that the proportion of male labor is more
than that of female workers, which is reasonable because it depends on the nature of
work. The business of the company is mainly male-friendly jobs such as driver,
delivery, etc. These jobs require a large number of male workers.

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Specifically: In 2016 the number of male laborers is 72 people, accounting for
70.6%, by 2017 94 people increased 22 people compared to 2016, the rate increased
by 30.5%. By 2018, the number of male workers is 144, increasing by 50 persons
compared to 2017, with the increase rate of 53.2%, the proportion of male workers at
this time is 74.4%, up 3.5%.
As such, the number of male employees in the company has increased and the
proportion has increased gradually. This indicates that the company has focused on the
recruitment of employees in accordance with the nature of work.
 Female workers: Over the past three years, the number of female
employees has been a small proportion of total employment, almost half of male
workers. Specifically: In 2016, 30 people accounted for 29.4% of the total. By 2017, it
increased to 35 people, equivalent to 36.4% . In 2018, the number of female workers
increased to 15 people compared to 2017, the rate increased 42.8%, the proportion
decreased 1.4% compared to 2017 or 25.8%. Thus, the number of female employees
has increased over the years, but the proportion has decreased, which is consistent with
the characteristics of the company.
Labor structure by age
 Number of laborers under 30 years of age: occupied the largest proportion of total
labor force. Particularly in 2016, there are 50 people, accounting for 49%. In 2017, the
number of laborers increased by 65%, increasing proportion by 50.4% and 30%
respectively. By 2018, the total number of employees was 91, compared to 2017, with
a growth rate of 40% and a share of 47%.
 Number of employees aged 30-45 years: There are also fluctuations over the years
but the rate of change was very small. By 2016, the total number of employees was 37,
accounting for 36.3%, 43.4% in 2017 and 33% in 2018, accounting for 33.5%,
increasing 0.1% in proportion
 Number of laborers over 45 years: occupying the smallest proportion of all age
groups: 15 in 2016, 14.7% of the total, 21 people in 21.2%, down 1.5% in 2017, 38
people in 2018 accounting for 19.5%, down 1.5% compared to 2017
The table shows that the company's labor force was gradually rejuvenated
through the years. The number of employees under 30 years of age always accounted
for the largest share of age groups. In addition to those who had many years of

11
experience, young staffs always had a great creativity, dynamic, flexible and adaptable
to their working conditions. The company focused on exploiting and using these
advantages. This is a powerful force in the process of maintaining and building the
growth of the company.
Labor qualification
We find that the quality of labor of the company is relatively high, each year the
quality of labor is raised; this is consistent with the development of the company in the
current competitive conditions. Specifically:
 Number of laborers with university and post-graduate degree: 30 people in
29.4% of total labor force in 2016, 10% in 2017, 23.3% increase. By 2018, this number
is 57 people, accounting for 29.4%. As a result, the number of laborers with university
and post-graduate degrees is increasing and increasing. This demonstrates that the
company is increasingly focusing on improving the capacity of its staff and focusing
on employing more qualified staff to modernize its workforce
 The number of college graduates: a relatively large proportion and a growing
number. In 2016, 20 people make up 19.6%; in 2017, 25 people increased by 5 persons
and the proportion increase to 25%. By 2018, this figure is 36 people, accounting for
18.6%.
 The number of high school graduates is about the same as that of junior
college students, and also increases over the years. By 2016, the number of laborers be
17, accounting for 16.7%. In 2017, 21 people made up for 16.3%, 40% in 2018 and
20.6% respectively.
 Common labor: occupies the largest share of the labor force. By 2016, there
was 35 people, accounting for 34.3%, by 2017, increasing by 8 persons, increasing by
22.8% and by 2018 this number reach 61 persons, accounting for 31.4%. This part of
the workforce is the apprentice driver; the driver is also a skilled driver to meet the
current job requirements.
2.2. Recruitment process at Gia Thanh Real Estate Agency CO., LTD
Recruitment process using HR outsourcing will have presence by HRBP as
intermediary between MRT and clients. Clients will send the form
MRT_001_Recruitment Request to the HRBP. HRBP will receive requests, review,
update information, add or negotiate with the client.

12
After the new unified sent that request for the MRT to recruit. MRT after
receiving the request will immediately enter the request on the system and conduct the
recruitment on the off-line as posted on the recruitment website (timviecnhanh,
vieclam24h, careerbuilder, vietnamworks, ...) or groups Facebook following form
MRT_002_Job Advertisement employs most of the tools to communicate information
to candidates, as well as to inform their collaborators. For some jobs that are hard to
find, the MRT will run of money to search for candidate information on the internet or
on its massive database.
However, HRBP at L&A serves as an intermediary between recruiting and
customer service. The main job of HRBP at L&A is to transmit payroll information,
benefits to outsourced employees. This means that HRBP at L&A is not a complete
model, but rather a HR Administrator. The responsibility of the HR Administrator is
organizing and maintaining personnel records, updating internal HR databases,
preparing HR documents, but HRBP at L & A is more responsible than selecting,
evaluating, negotiating with clients on recruiting orders, as well as wages and benefits
for employees. Resolving conflicts between customers and employees because
employees work in customer companies, but sign a labor contract is an employee of L
& A, therefore, L & A must be responsible for protecting rights of workers.

13
The process of reviewing and approving the recruitment request
Client HRBP MRT Method Duration
Recruitment
Requirements
Requirement
accepted
Add / update
information
Requirement
accepted
Evaluation of
recruitment
information
0.5 day
Enter the
request on the
system
Post recruiting
on the on / off
channel
- Posted on
the
recruitment
website
- Information
for
collaborators
0.5 day
Screening
resumes
L & A
Prequalification
- F2F, Skype,
Phone, Zalo
...
- Information
for L & A
candidates
0.2 day
Screening
resumes
Receive lists
Make a list of
candidates
- Select
suitable
candidates
0.5 day
Arrange the
interview
schedule
Get interview
schedule
Interview
Send a letter,
call for an
interview
0.5 day
Update the
interview
Receive
information
Notify results to
candidates
- Respond to
candidates
0.5 day

14
Get staff,
onboard
Receive
information
Updated date of
employment
Figure 2.1 Process of recruitment using HR outsourcing
For recruiting requirements for HR outsourcing, the HRBP must fully
document the key requirements for the position. In cases where the recruitment
requirements have too many criteria, it is necessary to determine the main criterion for
identifying suitable candidates. This determination is based on discussion with HRBP
recruiting staff or hiring experience to work directly with clients. The recruiter has the
right to refuse the HRBP to recruit for recruiting clients with too many opposing
criteria and not determine what is the most important requirement? or the recruiting
department has conducted recruitment but The number of candidates is very low.
Therefore, the HRBP and the recruiting department should agree on the criteria to be
recruited, then HRBP will work with the client. HRBP should provide the salary and
welfare information of the most demanding position so that the recruiting department
has the bases for the quickest and most effective recruitment. In the case of completed
recruitment, recruitment department needed information to employees about the
required documents must be submitted to HRBP before the date of receipt of the
employee
Using the HRBP model in human resource recruitment service procedures,
theoretically, the HRBP model is complex and has a lot to do. Specifically: Strategic
Partner - Adjust personnel strategy, meet changing needs according to business
situation; firmly measure the capacity of personnel; identifying new business strategies
and the impact of the human resources; restructuring personnel according to
objectives; Understanding the importance of talent to business. Operations Manager -
Communicate culture, policies, regulations, work processes to employees; supervise
staff and give assessment of attitudes and behaviors; Update the program changes,
additions to the entire staff. Emergency Response: Receive, process, respond to
information, complaints of employees; Estimate situations that may occur in order to
respond quickly and promptly. Employee Mediator - Responding to changes in the

15
organizational structure of the organization; Solve other inter-related issues related
internally.

16
Recruitment for the project does not use HR outsourcing
Client MRT/Collaborator Method
Recruitment
Requirements
Requirement
accepted
Enter the
request on the
system
Check
Evaluation of recruitment
information
Post recruiting
on the on / off
channel
- Posted on the recruitment website
- Information for collaborators
Screening
resumes
Interview/
Selection
- F2F, Skype, Phone, Zalo ...
- Information for L & A
candidates
Screening
resumes
Make a list of
candidates
- Select suitable candidates
Arrange the
interview
schedule
Send a letter,
call for an
interview
Interview
Update the
result of
interview
Notify results to
candidates
- Respond to candidates
Get staff,
onboard
Updated date of
employment
Enter the
information on
the system
Warranty
Figure 2.2 Process of recruitment not using HR outsourcing
No

17
Conversely, in case the customer does not use the HR Outsourcing service,
there is no HRBP attendance. At that time, MRT will directly work with customers,
resolve the recruitment of customers. The recruiting team does not have the
professional capacity to deal with legal issues in order to be able to resolve conflicts in
a timely manner.
MRT will directly receive the request of the customer as form
MRT_001_Recruitment Request. MRT enters the system and then assesses, examines
the recruitment requirements, negotiates the requirements to make the recruitment
process quick and convenient. MRT will conduct the recruitment on the off-line as
posted on the recruitment website (timviecnhanh, vieclam24h, careerbuilder,
vietnamworks, ...) or groups Job Advertisement (see Appendix 2) well as to inform
their collaborators. For some jobs that are hard to find, the MRT will run the money to
search for information on the internet or on its massive database.
Once they have obtained the resumes of the candidates, the MRT will conduct a
screening of CVs that match their job profile, which will be based on the candidate's
CV, for example: experience, majors, skills, age, etc. For unsuitable CVs, the MRT
will send a refusal letter to the candidate using the MRT-005-Refuse CV candidates
(see Appendix 3). After selecting the suitable CV, recruiter will interview preliminary
in many ways such as face-to-face, phone, Skype, Zalo, ... and at this stage, the MRT
will also inform about job more clear to ensure candidates will consider carefully to
decide whether to continue to apply or not? MRT will send the candidate a
confirmation sheet for recruitment information by MRT_008_Candidates
Confirmation Proof form As well as announcing the next round of interviews. At the
same time, the recruiter will demonstrate the ability to observe and listen to the
personality and suitability of the job the candidate is applying for.
For recruiters only use recruitment services: recruiting department must clearly
define the recruitment criteria with the client through recruitment request form.
Identify the hiring process and the challenges or risks that may be encountered during
the recruitment process. Notice the recruitment fee in line with the recruitment method
and criteria. Note the customer clearly about the warranty period. Commitment to the

18
time of sending candidates, time to complete the vacancy. Sign the employment
contract before recruiting or the client confirms the acceptance letter to the company
providing the recruitment service.

19
Table 2.2: Recruitment results of Gia Thanh Real Estate Agency CO., LTD (2016
- 2018)
(Unit: persons)
Title
2016 2017 2018 2018/2017 2017/2016
Quantity
Proportio
n
(%)
Quantity
Proportio
n
(%)
Quantity
Proportio
n
(%)
Distance
Rate
(%)
Distance
Rate
(%)
Total hired
labours
21 27 65 6 38
1.By feature
- Direct labour 17 81 22 81.4 42 64.6 5 29.4 20 90
- Indirect
labour
4 19 5 18.6 23 35.4 1 25 18 360
2. By age
- Under 30 10 47.7 15 55.6 26 40 5 50 11 73.3
- 30-45 8 38 6 22.2 22 33.8 -2 -25 16 266
- Over 45 3 14.3 6 22.2 17 26.2 3 100 11 183
3. By sex
- Male 17 81 22 81.4 50 77 5 29.4 28 127
- Female 4 19 5 18.6 15 23 1 25 10 200
4. By level
- Graduated
and
Undergraduate
d
8 30 10 37 17 26.2 2 25 7 70
- College 6 28.6 5 18.5 11 16.9 -1
-
16.6
6 120

20
(Source:HR and ADM Department)
 Remark: From Table 2.2, we find that over the past 3 years, the recruitment of the
company has been a direct source of human resources, a dynamic young labor force.
Specifically:
 2016/ 2017
According to the feature of labor, in 2016 the number of employees directly
recruited in the position is 17 people (81%). The indirect labor accounted for 19% of
total recruitment. In 2017, the number of direct laborers increased to 5 people,
accounting for 29.4% of the total number of employees.
According to the age: in 2016, the number of laborers under 30 years old is 10
people, accounting for 47.7%, 2017 is 15 people, increasing 5 people, accounting for
50% of the increase in labor force in the year; This is followed by a drastic decrease in
the number of experienced labors, but not significantly reduced by 2% compared to
25% in 2016; In addition, the resources over the age of 45 increased by 3 people,
accounting for 22.2% and the proportion doubled compared to 2016 (100%).
By gender: Due to the nature of the industry is freight forwarding, so the
company resources are mostly male workers. By 2016, the number of male laborers
recruited in the year increase to 17 by 2017, up to 5 people, accounting for 29.4%. In
addition, female workers also increased but not significantly one person accounted for
a 25% increase.
 2018/2017
In 2018 the number of employees increased sharply due to the expansion of
production scale.
According to the nature of labor, direct labor in the year was 42 people,
accounting for 64.6%, increasing 20 people; indirect labor force is 23 people,
accounting for 33.4% increase 18 people.
- Vocational
college
5 23.8 4 14.8 19 29.2 -1 -20 15 375
- Manual
labour
2 9.5 8 29.6 18 27.7 6 300 10 125

21
According to the age group: under 30 years old, 26 people make up 40%, 11
persons increase compared to 2017; The number of laborers was 30-45, accounting for
33.8%, increasing by 16 persons; the number of working people is 45 people, 17
people make up 26.2%, increasing to 11
According to sex, male occupies 50% more female than female, accounting for
77%, 15 female accounted for 23%, up to 10 people.
The level of labor mobility has been improved, of which skilled workers have
raised the most, rising by 15 persons compared to 2017. The labor force is the
common labor force; most of them are drivers and trainers. In addition, qualified
workers at managerial and office levels also increased, college and post-university
workers increased by 7 persons, college level increased by 6 persons compared to
previous years.
In general, skilled workforce is improving, saying that the hiring of the
company is improving and helping the company find the talents for the company.
2.3. Swot analysis of Gia Thanh Real Estate Agency CO., LTD
2.3.1 Strengths
Recruitment at the company is strictly controlled, clear and detailed
responsibilities and rights of individuals and departments in the interview as well as
obligations and rights of employees in the company.
About the recruitment process: The recruitment process of the company is
quite good and scientific. This allows the company to select highly qualified
employees, in line with the requirements of the job. Thanks to the good recruitment
process, in the past time, the company always ensured the sufficient number of
employees to meet the requirements of work.
Determining the recruitment demand: The company shall base itself on the job
description to determine the surplus jobs and shortcomings by the heads of the sections
in order to determine the number and criteria of recruitment.
Interview: In order to have talented, ethical, and qualified staffs that match the
characteristics of the job, the company chose the direct interview method. For this to
happen scientifically the company has set up an interview panel including competent

22
persons such as the general manager, manager of the recruiting department, the head
of the human resources department. These people have experience in recruiting so they
can evaluate candidates the most accurately.
2.3.2 Weaknesses
Company has not yet optimized and diversified recruitment sources. The
company is too focused on the internal source candidate, the outside source of the
company is very limited. The company does not expand the scale of recruitment but
limited recruitment from within the company, when the lack of norms. New company
recruiting from the outside. On the other hand, outsiders are referrals made by people
in the company or direct applicants to the company. The company does not expand its
search scale from job centers or conferences, schools, etc. so recruiting does not bring
objective factors as the company has missed many opportunities. Search for talent for
the company.
2.3.3 Opportunities
The Opportunities of a company are the most important factors that influences on
attracting and maintaining labor force. The following are a few of the most prevalent
strengths that Gia Thanh Real Estate Agency CO., LTD has.
Well position on the market and strong fund
Gia Thanh Real Estate Agency CO., LTD has well and strong finance with a large
capital size. Moreover, the company’s business in recent years always has grown. In
2017, it is the second most represented by revenue. This creates strong brand images
for it to overall customers.
Excellent work environment
Workspace, equipment and technology are fine and modern. Benefits, wages,
salaries and other bonuses always are engines for employee to enhance their
efficiency. Gia Thanh Real Estate Agency CO., LTD has clear and fair reward policies
to all employees and consultants. Besides, organization culture of Gia Thanh Real
Estate Agency Co., LTD is cooperated, closed – knit together in both work and life.
There is less internal conflict at play, which creates good friendship between
workmates. Terms, conditions, procedure and working process are transparent, clear

23
and fair. It is a significant point as the results that employee feel comfortable and
confident in the company.
Recruitment
Recruitment process is conducted clearly and carefully. Departments and member
companies have coordinated closely in recruitment as well as other operations. Most
recruitment usually is through internal recruitment, which saves time and expenses in
finding and setting up recruitment. Tests contain many different field of knowledge
and are categorized into different kinds based on each position. Those applicants that
Gia Thanh Real Estate Agency CO., LTD recruits are young, talented and enthusiasm.
Personnel of recruitment team also have more than three years of experience in
recruitment field. They have enough skills and competences to put the right people
into the right position. Another strong point in recruitment is online interview. It is
helpful in saving moving expenses from head office to member companies to make
interviews. It is also help interviewees feel convenient and comfortable because they
are not go too far.
2.3.4 Threats
Gia Thanh Real Estate Agency CO., LTD still is a state enterprise, so it remains
unsound problems about organizational structure and operational process. For
example, recruitment process is clear but quite verbose and complex. Many sections
do not reach their efficiency as expected.
Lack of applying Facebook
The company has focused on posting recruitment news on an official website and
other job sites. It does not take full advantage of social networks as Facebook to
finding and attracting more candidates. Because, in recent years, Facebook is
developed widely, it is considered the fastest way for enterprises connect to
employees, especially students. Gia Thanh Real Estate Agency CO., LTD’s Facebook
page is under the administration of the Marketing department, so it is updated news of
products and operations of the company.
Not having diversity in sources of recruitment

24
Human resources of the company mostly are from employee referrals. In some
cases, those candidates do not meet the company’s requirements as introductions of
employee. Therefore, it could miss other potential candidates. It only works with a job
centre, which decreases HR choices of the company. Other job centers can bring more
high - qualified candidates to the company. Joining job fairs has not attached special
important to appearance. It only gives flyers to students, consults recruitment without
set up attractive gifts or scholarships, so, it does not get targeted candidates.
Not having incorrect assessments through online interviews
Online interviews depend much on the quality and speed of internet in member
companies. When internet is ruined or has troubles, online interviews might be
delayed, which influences on the other recruitment plans. Moreover, recruiters
interview candidates through network by laptop. They did not observe clearly and
carefully expressions, postures and gestures of candidates. Appearance and voice of
candidates through micro also is different from reality. Therefore, assessments
candidates have been relative. Sometimes, it can lead to incorrect decisions affecting
HR of the company.
Missing physical examination
For selected applicants, Gia Thanh Real Estate Agency CO., LTD requires them
give certificate of health. This certificate can be cooked, which does not reflect the
current health status of employee. Those who are unmet health standards are the risks
for the company. They can not devote all their energy and talent for the company.
Moreover, the company can hold responsibility for paying unwanted expenses when
those employees have trouble in health.
Limited HR department’s workforce
There is only two staff in recruitment team. They have done all recruitment and
selection process. Now, they have to be responsible a huge workload of all member
companies. It is difficult for them to complete their tasks with the best results when
work pressure is really high.
Lack of evaluations after recruitment process

25
Evaluation is an important part in recruitment and selection process. Gia Thanh
Real Estate Agency Co., Ltd always forgot this step in recruitment and selection
process. Without evaluation, the company has difficulties identifying weaknesses and
limits as well as the efficiency of recruitment policies to improve and strengthen
recruitment process. It does not know the total expenses of recruitment and selection
process because computing process was not made regularly.

26
CHAPTER 3: SOME SUGGESTIONS TO IMPROVE EFFICIENCY
OF HUMAN RESOURCES RECRUITMENT AT GIA THANH
REAL ESTATE AGENCY CO., LTD
3.1.Suggestion 1 For Linkage Between Departments
In any job, people require teamwork skills, because there must be cohesion,
harmony, complement each other in the process of work. MRT and HRBP, although
they are two dedicated teams, are also required to have a close connection with each
other in order to achieve better performance. In terms of information exchange, to
grasp the steps taken in the recruitment service process, they need to strengthen their
interlinking to create the best working conditions for employees to complete their
work. As for manager easily track the progress and productivity of the staff.
First of all, the members of the two teams must be self-aware of the importance
of tracking each step implementation of the process, as well as appreciate the
circulation of information and data to the parties. Or simply when exchanging
information via mail, all stakeholders to progress is updated as quickly as possible.
Messages as well as client requests are also passed HRBP or MRT quickly to the
candidate.
3.2.Suggestion 2 For Recruitment Information Channel
On the issue of recruitment channels, instead of relying entirely on the social
networking tools as well as large sites, the cost to purchase a vip account to speed up
collection CV, companies can invest in website Or a separate fanpage, branded Mass
Recruitment Team dedicated to posting recruiting, branding Gia Thanh Real Estate
Agency Co., Ltd prestigious in the candidates when they need to find a good job, clear
information. We open the fanpage, just spend the cost of advertising the urgent and hot
recruitment, the rest do not need anything.
On the other hand, let's connect with local universities and even set up
representative offices on campus to make it easy for students to reach us. We will also
have a large number of highly qualified applicants who meet a wide range of job
placement requirements. For example, sales at company, customer service, field sales,

27
cheerleaders or even senior students also can apply for technician positions and office
staff.
3.3.Suggestion 3 For Headcounts of MRT
Currently MRT headcounts are only about 8 members including a manager, 5
recruiters and 3 interns. Gia Thanh Real Estate Agency Co., Ltd is growing, the
number of customers as well as the order is increasing, requiring the MRT to increase
the headcounts in the recruit team so that the performance do not decline. This will
result in higher recruitment costs when employees are paid. Instead, we can recruit
more collaborators, work from home, create a lot of social media accounts, pay for CV
is accepted, if the CV can onboard a job, there will be a bonus scheme. As a result,
reducing the cost more than recruiter, job posting often do not need a lot of skills, the
key is the right time and how to post. Those skills are just spend a training session,
collaborators can easily grasp and perform their tasks. The company also does not
need equipment for collaborators, they just have a laptop or computer at home, without
the costly benefits of the company.
3.4.Suggestion 4 For Commitment Time
Commitment time does not match reality. In this regard, we only need to allow
flexible project time, depending on the nature of each step, to ensure a smooth and
accurate schedule. The commitment period is usually about 7 working days, too little
for the selection of high quality candidates, so this time should increase or decrease
depending on the recruitment requirements of each position is considered the degree of
difficulty of the position. This level should be divided into 3 levels: Basic, Specialized,
Advanced based on the conditions in the recruitment request. Eg:
 Basic, the salary may be higher than the market standard or the same industry, low
education, no skills required, no experience, recruiters are usually large numbers
such as casual labor, work at the warehouse..
 Specialized, wages are only equal to market or industry standards, average
education, basic skills in the industry, experience less than 3 months, this subject
is widely unlimited.

28
 Advanced, the salary below the industry standard, mainly based on the company's
brand, requiring high professional qualifications, experience of work over 6
months, have high rates of leave.
3.5.Suggestion 5 For Warranty Policy
In order to ensure the warranty policy will not adversely affect the company.
We must have many provisions on this issue in the contract signed with the customer.
For example, customers must ensure a friendly working environment, benefits and pay
for employees must comply with the provisions of Vietnamese labor law. In addition,
we must have warranty period commits to Customer only use short recruitment
service, 1-3 months for a vacancy after done job. After that time, the customer will
have to pay the same fee as when requesting a new job.
In terms of the candidate, we also need to specify in the contract labor
commitments about working time in the company at least 6 months. With the
consideration of candidates intend to work long or not? Can you stand the pressure of
work? Based on interviews, to assess whether the candidate is responsible for the job
or not? Since we guarantee the quality of the candidate, the use of warranty policy is
very little. That would not be detrimental to Gia Thanh Real Estate Agency Co., Ltd's
in general and the performance of the MRT in particular.
3.6.Other Suggestions
On a more macro level, our government needs to be more in-line with its
policies in labor law, insurance and welfare, so as to prevent companies bullying
employees, as well as helping Gia Thanh Real Estate Agency Co., Ltd defend
themselves the interests of customers. In addition, Vietnam need more opened-door
policy that allows foreign companies to operate in Vietnam to create more
employment opportunities for their employees at Vietnam. In particular, Vietnam
strives to participate in many world economic organizations in order to expand the
labor market, to promote economic development and to improve the quality of labor.
Extend the channels of free online and offline recruitment or a separate tax for
recruitment services, as these companies are contributing greatly to the problem of
employment in our country in the integration period.

29

30
CONCLUSION
During the internship, I had the opportunity to work in a new environment,
accumulated more experience in work knowledge and soft skills experience, was
trained to parallel work, trying to finish work within the allowed time, has been more
daring in sharing and exchanging knowledge. It also improve more practical
knowledge beyond what is learned in the school. Based on the assessment of the
advantages and disadvantages, I has some ideas with aspiration for company refer
improve the process of recruiting services at the company. Although my opinions are
based on the view of a student, I hope that it will be considered by the company. Due
to the fact-finding process and ability of myself is limited so your report can not avoid
mistakes so I hope teachers contribute to you more and more complete.
In general, Gia Thanh Real Estate Agency Co., Ltd is based on the recruitment
service process and has steadily affirmed its reputation and quality over the past 17
years, through the efforts of individual individuals in the company and the outstanding
success of project. In the future, the human resources sector will grow stronger,
especially the HRBP model that Gia Thanh Real Estate Agency Co., Ltd is building.
Beside the successes seen and hidden in the business, there are still many hidden
difficulties. In order to develop sustainably and strongly, all members of the Gia
Thanh Real Estate Agency Co., Ltd should join hands to build and develop. strengths,
good things and overcome my limitations, look beyond what is currently seen.

31
REFERENCES
• Tran Kim Dung, 2011. Human Resource Management. Statistical publisher.
• Nguyen Huu Than, 2014. Human Resource Management. Statistical publisher.
• Recruiting results of Gia Thanh Real Estate Agency Co., Ltd in 2016, 2017, 2018

The Recruitment Process Of Gia Thanh Real Estate Agency Co., Ltd.

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