ASSIGNMENT 1 FRONT SHEET

Qualification BTEC Level 4 HND Diploma in Business

Unit number and title Unit 3: Human resource management

Submission date 17/7/2022 Date Received 1st submission 17/7/2022

Re-submission Date Date Received 2nd submission

Student names & codes Final scores Signatures

Dinh Khai Tue – BH00107 TUE

Class BA0501 Assessor name Ngo The Nam

Student declaration
I certify that the assignment submission is entirely my own work and I fully understand the consequences of plagiarism. I understand that making a false declaration is
a form of malpractice.

P1 P2 P3 P4 M1 M2 M3 D1

1
2
 Summative Feedback:  Resubmission Feedback:

Grade: Assessor Signature: Date:

Internal Verifier’s Comments:

Signature & Date:

3
I) Introduction: .................................................................................................................... 2
II) Main content:................................................................................................................... 2
1. About BIDV: ............................................................................................................... 2
1.1) Introduction:.......................................................................................................... 2
1.2) Vision:........................................................................................................................ 2
1.3) Mision: ................................................................................................................... 3
1.4) Strategic objectives: ............................................................................................... 3
1.5) Business objectives: ............................................................................................... 3
2) Use the Five Forces Porter tool to analyze banking industry: ..................................... 4
2.1) Threats of new entrants :....................................................................................... 4
2.2) Competitiveness of competitors in the same industry: ......................................... 4
2.3) The power of the supplier: .................................................................................... 4
2.4) Power of Customers: .............................................................................................. 5
2.5) Threat of Substitutes: ............................................................................................ 5
2.6) BIDV's HRM strategy: ............................................................................................. 6
3) BIDV's digital transformation process: Deploying video banking applications in 2024:
.......................................................................................................................................... 7
3.1) What is BIDV video banking? ................................................................................. 7
3.2) Reasons for deploying video banking:................................................................... 7
3.3) BIDV video banking channels: ............................................................................... 7
3.4) Transaction process of video banking: .................................................................. 8
3.5) Advantages of BIDV video banking: ....................................................................... 8
3.6) Challenges and orientations to solve: .................................................................... 9
3.7) Bidv's digital transformation process impacts HRM: .......................................... 10
4.) Proposing to develop a strategy to attract talent for BIDV: ...................................... 11
4.1) Conduct workforce planning: .............................................................................. 11
4.2) Build Your Employer Brand:................................................................................ 13
4.3) Develop a recruitment strategy: ......................................................................... 14
4.4) Commitment to training for employees:............................................................. 17
4.5) Building a corporate culture: .............................................................................. 17
4.6) Develop an effective onboarding program: ......................................................... 18
5) Evaluating the strengths and weaknesses of talent acquisition strategy: ................. 19
5.1) Strengths:............................................................................................................. 19
5.2) Weaknesses ......................................................................................................... 20

1
 6) Talent acquisition strategy from Google: ................................................................... 21
6.1) Google and their hiring process: ......................................................................... 21
6.2) Employer Branding tại Google:............................................................................ 22
6.3) Google's Onboarding Process: ............................................................................. 24
6.4) Benefits at Google: ............................................................................................... 25
6.5) Google’s Human Resource Management relation to creating sustainable
organisational performance and achieving business objectives : Strengths and
Weaknesses: ............................................................................................................... 25
III) Conclusion: ................................................................................................................... 27
IV) Reference: .................................................................................................................... 27

I) Introduction:
HRM (Human Resource Management) is human resource management, so its main role
will be to manage, develop human resources, meet the problems posed by the business
to employees. This article explains the impact of HRM's role on creating sustainable
business efficiencies and contributes to the success of the business thereby assessing
HRM's contribution to recruiting and maintaining to achieve business goals through
specific strategies.

II) Main content:

1. About BIDV:

1.1) Introduction:
Joint Stock Commercial Bank for Investment and Development of Vietnam (BIDV)
was established on 26 April1957, BIDV is proud to be the longest established
financial institution with the most valuable brand in Vietnam. BIDV is listed in the
Top 2000 world’s largest companies; Top 300 world’s largest banks (Brand
Finance); Top 10 largest enterprises in Vietnam for 4 consecutive years. BIDV is
the first choice of economic organizations, businesses and individuals for financial
and banking services.

1.2) Vision:
BIDV's vision is to become a financial institution leading in Southeast Asia, with a
good digital platform Vietnam, strives to be in the group of 100 banks largest in
Asia.

2
1.3) Mision:
BIDV always accompanies customers to provide the best and modern financial -
banking services; committed to bringing the best value to shareholders, creating
a professional and friendly working environment as well as career development
opportunities and benefits for all employees; and being the pioneer bank in
community development activities.

1.4) Strategic objectives:

• Healthy financial capacity meets the operational safety requirements in
accordance with good regulations and practices, underpins the growth of
operational scale, increases market share and maintains a leading position in the
banking market.

• Sustainable operational efficiency on the basis of improving asset quality,

restructuring revenue sources, gradually raising the proportion of non-credit
income and providing the best banking - financial - insurance products and
services to customers.

• The customer base structure shifted positively, developed FDI customers,

maintained the leading banking position in Vietnam in terms of market share in
the retail customer and SME segments.

• Transparent and effective management as usual, striving to list on foreign stock

markets.

• At the forefront of information technology and digital banking applications in

Vietnam in business activities and executive management, adapting to the
changing times.

• High-quality human resources to ensure the development requirements of the

banking industry in the trend of integration and Industry 4.0; Develop corporate
culture, build and maintain a professional, modern working environment, learn,
create, social responsibility.

1.5) Business objectives:

At BIDV's 2022 Annual General Meeting of Shareholders, BIDV's leaders informed
about the first quarter's business results: Accordingly, total assets reached over
VND 1.85 million, an increase of 5% compared to the beginning of the year. Credit
balance reached VND 1.43 million, an increase of 4.7%. Capital mobilization
reached VND 1.53 million, an increase of 1.3%. The ratio of bad debts is controlled
at a low level, only 0.8%. The ratio of bad debt coverage reached over 277%. Since
then, BIDV has planned the company's full-year business, BIDV defined the action
motto "Discipline - Efficiency - Digital Transformation". The bank aims to complete
the business plan in 2022 with growth credit balances in compliance with the

3
 limits assigned by the State Bank. Raising capital in line with credit growth. Profit
before tax of commercial banks reached VND 20,000 billion, consolidated VND
20,600 billion.

2) Use the Five Forces Porter tool to analyze banking industry:

2.1) Threats of new entrants :

The new banks that emerge will come from corporations, large corporations, funds, who
want to set up banks or perform some banking services. These rivals put very little
pressure on BIDV because the regulation of opening banks of the State of Vietnam
requires a lot of criteria, besides the minimum charter capital is very high, causing great
obstacles in opening new banks.

In addition, in Vietnam today, there have been many domestic and foreign banks
appearing, especially BIDV has 65 developed and has a strong foothold in the banking
industry, so it will be a big obstacle for organizations that want to participate in the
opening of banks.

The risk from new banks is almost nonexistent.

2.2) Competitiveness of competitors in the same industry:

In the Vietnamese market, there are many domestic and foreign banks, but the Big Four
in this industry are the following 4 banks: Agricultural and Rural Development Bank
(Agribank),Vietnam Investment and Development Joint Stock Bank (BIDV),Vietnam
Industrial and Commercial Bank (Vietinbank),, Vietnam Foreign Trade Joint Stock Bank
(Vietcombank). So it can be seen that BIDV's main competitor will be the remaining 3
banks. With strong financial potential in the group of state-controlled commercial banks,
the three banks are always the locomotives in terms of scale, credit market share and
capital mobilization, ... The competition is fierce.

The competitiveness of competitors in the industry is high.

2.3) The power of the supplier:

The concept of a supplier in the banking industry is quite diverse. They can be the
shareholders who provide capital for the bank to operate, or the companies responsible
for the system or maintenance of ATMs. Currently in Vietnam, banks often invest in

4
equipment and choose their own suppliers depending on the conditions. This contributes
to a decrease in the power of equipment suppliers when they are unable to supply an
entire large market but have to compete with other suppliers. However, having spent a
large amount of money on the system investment, the bank will not want to change
suppliers because it is too expensive, which increases the power of the equipment
supplier that won the bid.

What is the power of shareholders in the banking industry? Not to mention the retail
shareholders who invest through the stock market, but only the shareholders who can
have a direct impact on a bank's business strategy. In general, most Vietnamese banks
receive investment from another bank. The power of investors will increase greatly if
they have enough shares and a merger with the invested bank can occur. On the other
hand, the investment bank will have a certain impact on the invested bank.

The power of the supplier is enormous.

2.4) Power of Customers:

The most important thing is still: the survival of the bank is based on the capital raised by
the customer. If the bank no longer attracts the capital flow of customers, the bank will of
course be eliminated. Meanwhile, as mentioned above, the alternative risk of banking in
Vietnam, for consumer customers, is quite high. With low conversion costs, customers
lose almost nothing if they want to move their capital out of the bank and invest
somewhere else.

The power of the customer is enormous.

2.5) Threat of Substitutes:

Basically, the products and services of Vietnam's banking industry can be classified into
5 categories:

• As a place to receive payments (salary, allowance, alimony ...)

It's a place to keep money (savings...)

• Is where payment functions are performed

It's a place to lend money.

• It is a place where remittances operate.

For corporate customers, the risk of the bank being replaced is not very high because this
customer needs clarity as well as documents and invoices in the bank's product and

5
service packages. If there is a problem during the use of products and services, this
customer often switch to another bank for the above reasons instead of looking to non-
bank services.

For consumers, on the other hand, the habit of using cash makes Vietnamese consumers
often keep cash at home or if there is an account, when there is money withdrawn to use.
Government agencies and businesses pay salaries through bank accounts to promote
cashless payment methods, contributing to financial transparency for each citizen. But
the places that accept card payments are mostly restaurants, luxury shopping areas,
where not all people go shopping.

In addition to savings at banks, Vietnamese consumers also have many other options such
as keeping foreign currency, investing in securities, forms of insurance, investing in
precious metals (gold, diamonds ...) or investing in real estate. Banks' interest rates are
not always attractive enough to attract deposits.

The risk of being replaced is but the low taste depends on the market fluctuations.

2.6) BIDV's HRM strategy:

1. Continue to apply the policy of arranging, streamlining labor, improving the

quality of human resources to improve the labor productivity of the system.
2. Renovate the recruitment of workers with the conditions, standards, recruitment
process, appropriate organization for each job title position, ensuring the selection
of quality workforce, in accordance with the requirements of the job position.
3. Organize training and integration of workers to help new workers grasp and
quickly integrate into the environment and working culture of BIDV. Develop an
annual and phased training plan to organize professional training and training for
employees to improve their qualifications, knowledge, professional skills, foreign
languages and soft skills... for workers.
4. Continue to promote the application of the Regulation on assessment of cadres
and the kpis system with specific quantified evaluation criteria according to each
job position to evaluate employees periodically, as a basis for implementing
regimes and policies for employees.
5. Research and promulgate new Regulations on planning regulations on
appointment and management of cadres holding leadership positions to help
employees orient and strive to work for career development.
6. Continue to research and renew the Regulation on payment of wages and incomes
and implement policies on compensation on salaries and bonuses commensurate
according to the position of work, the level of contribution and working efficiency
of employees, in line with the wage trend in the labor market.

6
 7. Comply with and strictly implement the policy regimes for employees in
accordance with the provisions of law.

3) BIDV's digital transformation process: Deploying video banking applications in

2024:

3.1) What is BIDV video banking?

BIDV Video banking is a form used to conduct banking transactions or banking

consulting via a remote video connection. Video banking can be done through purpose-
built banking machines (similar to ATM automated teller machines) or through video
conferencing-supported bank branches.

This form of video banking replaces or partially replaces traditional bank tellers to a
location outside the main bank branch area. Through video and audio links, tellers can
serve the bank's customers.

3.2) Reasons for deploying video banking:

Over the past few years, the trend of digital transformation has taken place at banks and
the number of bank branches continues to decline. Video technology has evolved to the
point where video chats are like a cost-effective alternative to face-to-face interactions.
Next, the Covid-19 pandemic has taken place over the past 2 years, with the restriction of
direct human-to-human interaction, which prompted BIDV to deploy video banking – a
remote banking service that provides supported banking utilities to customers through
video connections.

BIDV video banking will be used in tasks such as opening a first-time account, identifying
customers, providing services to existing accounts, advising or purchasing complex
banking products/services such as mortgages and loans, insurance, investment, personal
banking services and asset management.

3.3) BIDV video banking channels:

1. Branch-based video banking: The four main areas that BIDV video
banking at the branch can be used to be remote advisors, support staff, personal
banking services, business meetings with businesses.

7
 2. Online video banking: This video banking channel will allow consumers
to chat directly with their BIDV bank using their phone or tablet.

3. Self-service pods: BIDV Pods will provide a more innovative, customer-

centric experience that focuses more on relationships, available products and
services than just simple transactions. BIDV Self-service pods have contributed to
replacing groups of tellers. Self-service pods reshape the digital platform of
financial institutions, it is installed inside shopping malls, stores or can be created
as an ATM in many different locations across Vietnam.

3.4) Transaction process of video banking:

A BIDV video banking kiosk looks like an ATM, the difference is that customers can have
a face-to-face conversation with a bank teller. Using a video camera, your images are
transmitted to the personal teller at the bank's centralized location. Cameras and
speakers at the bank's centralized location transmit the image of the teller to the
customer. The trader can guide the client step by step in trading and answer questions
about the client's account.

When talking to the trader through BIDV video banking, the client's transaction is as
secure as if making a direct transaction. Orders are processed exactly the same. The client
will be required to scan his ID for appropriate identification and a digital signature may
be required to authorize the execution of the client's transaction request.

3.5) Advantages of BIDV video banking:

1. Convenient in terms of time: Video banking can provide banking

services to customers at convenient times, meeting the needs of customers 24/7.

2. Convenient about where to transact: BIDV Video banking can provide

banking services at non-traditional banking locations such as after business hours.
Customers can simply connect to the bank through an app on an Android or IOS
device as well as through an app on a phone, laptop, desktop.

3. Attract new customers: Through a video banking, BIDV chats with

customers and collects everything they need to open a new account in one chat,
including photo ID, signature.

4. Streamlined, stored digital documents: In standardized workflows,

banks have the ability to collect and store all customer conversations and
documents in one location. Entire digital interactions (video, chat, and voice) can
be recorded and stored for future feedback.

8
 5. Fraud verification: When a customer suspects fraud on an account but
doesn't have time to go to the bank to resolve the issue, the customer uses the
BIDV video banking app for immediate support.

6. Accepted by many types of customers: When BIDV conducted video

banking, it was discovered that many types of customers use video banking
because of the convenience it provides. For example: Elderly customers with
limited mobility often prefer to make their banking transactions via video
connection from home. This option prevents them from having to request or
arrange shipping to a branch.

7. Increase profitability for BIDV bank: BIDV Video banking brings a lot
of benefits to customers such as the convenience of time, where to trade, provide
faster service ... thereby helping BIDV increase the number of new customers,
increase closeness with old customers. The use of technology helps reduce the
workload, reduce the actual number of hours worked at the real branch, reduce
the number of employees and reduce the number of branches... all have helped
BIDV save operating costs, thereby helping to increase the bank's profitability.

3.6) Challenges and orientations to solve:

In order to exploit the advantages of BIDV video banking, BIDV has encountered
problems of technology investment, deployable financial resources and especially
challenges from customers to overcome psychological barriers to be ready to receive and
experience new services. To solve these problems, BIDV has built judgment processes to
accumulate finances and spread values to change the habits and needs of customers.
Concrete:

1. First, the technological challenge: In fact, technical problems and failed

calls will be important reasons for customers to form a negative impression of
BIDV video banking and may be at risk of losing customers. Therefore, BIDV will
focus on building software systems to meet the high expectations of both banks
and customers as high-quality audio/video, kiosk & ATM integration, document
sharing; record calls, post-call surveys, multi-party calls, and hardware
integration. From this data, BIDV ensures that the technology it uses is reliable and
secure, ensuring security, privacy and compliance with regulations.

2. Secondly, the challenge of implementation costs: The application of new

technology will make BIDV quite expensive to plan, research, test and deploy.
Therefore, BIDV needs to balance carefully between the goals, benefits received
and the cost spent to make the right choice.

9
 3. Thirdly, the challenge of customers accepting to use the new service:
There will be many customers who feel shy or suspicious when approaching new
technology, new products and services of BIDV. Therefore, BIDV always has to find
a way to convince its customers so that they see the value of video banking that
participates in the experience. If you can't convince your customers, then the
implementation of video banking is considered a failure.

3.7) Bidv's digital transformation process impacts HRM:

Impact on maximizing human resources: By integrating employees into a centralized

video call center environment, BIDV has provided the best and smartest employees,
regardless of their actual location. In addition, instead of the past, each branch will always
need tellers, through video banking, BIDV can reduce the number of transactions because
just with BIDV video banking, a teller can connect with every customer in Vietnam instead
of just sitting one seat at the branch and the size of the number of customers is limited by
geographical location. The digital transformation process makes HRM need to have a
reshuffle of the bank's human resources, need to recruit more people with high levels of
information technology, knowledge of science and technology such as you in application
development, technology development, transformation management, Moreover, BIDV
also restricts out-source options due to concerns about technological and resource risks.

BIDV's HRM will need to establish more project boards/blocks/digital transformation

centers. In addition, BIDV's HRM also needs to focus on the humanitarian work of
technology staff after being recruited, in addition to ensuring in terms of expertise, it is
also necessary to understand the core values of BIDV. In particular, BIDV's HRM must also
pay attention to the survey, the in-depth training on digital transformation for senior
personnel (leadership level). Since then, there have been specific influences such as:

Personnel requirements: In general, all BIDV employees will need to be aware of the
information and usage of BIDV video banking, must consider BIDV video banking as part
of the routine work. However, for some employees in areas such as traders, customer
care, it is necessary to use BIDV video banking fluently because these are employees who
have to use this application to trade as well as advise and guide customers. As for
employees in the IT department, it is necessary to recruit highly qualified staff to build
the application to work smoothly as well as if there is a problem, it will be overcome as
quickly as possible.

Regarding how to train: HRM team will need to plan to have training sessions for all
employees about BIDV video banking application so that employees can understand and
use proficiently. For newly recruited IT staff to serve full personnel for BIDV video
banking, besides there are more professional discussions among employees. New and IT
department managers will have more training sessions on the working culture at BIDV.

10
Remuneration policy: since BIDV video banking will be an application to deploy in the
near future, hrm team needs to propose attractive bonuses so that all employees will give
their best for this project. Specifically, by achieving the desired level of BIDV video
banking application download, there will be a bonus level for employees, and will
gradually increase at the next level of downloaded application. For those departments
that have to work almost regularly with BIDV internet banking such as tellers, customer
care staff, it department will have its own bonus levels depending on customer
satisfaction when using the application as well as the application when released will work
smoothly without minor errors.
About work management: With the standardization of transactions on BIDV video
internet banking, all transactions with customers are stored on the system so that hrm
board can check the working process of an employee for customers on BIDV video
banking from which every problem in the process of working is strictly controlled, In
addition, the system also recognizes feedback of customers, HRM can base on it to detect
and report to the superiors to promptly handle the outstanding problems of the system.
For the IT team, who directly impact the application, it is necessary to strictly manage
with a program coded out on BIDV video banking by running those programs first, if
effective and no errors occur, then update to the application.

4.) Proposing to develop a strategy to attract talent for BIDV:

4.1) Conduct workforce planning:

In order to attract more talents to BIDV, HRM will first plan to re-plan BIDV's personnel
so that there will be solutions to the following problems:

1. How does BIDV need employees?

2. When does BIDV need them?

3. What skills do they need to have?

4. Has BIDV hunted the right people? And if they have all the necessary
knowledge, attitudes and skills? Will BIDV recruit them from the outside or choose
from existing employees?

The personnel planning will be based on the situation of BIDV business in the past year,
which will be based on:

1. Based on the headcount of the previous period/ year

11
 2. Based on the revenue/profit plan

3. Based on the growth/downsizing strategy

4. Based on the salary fund, expenses

5. Based on swot of the business, industry

6. Based on the proposal and protection of personnel of the departments

From there, the re-planning of personnel will be carried out according to 3 processes:

Step 1: Forecast human resource demand:

In order to accurately forecast human resource demand, BIDV needs to be clear in the
future:

1. What is the desire to achieve?

2. What activities need to be carried out?

3. What products or services do you produce?

4. How large is the production?

Based on this information, BIDV will determine the human resource needs of the
business, including:

1. Number: How many employees for each job position?

2. Quality: what are the necessary qualities and skills?

3. Time: When is it necessary?

Step 2: Analyze the status of human resources

This step is aimed at identifying the pros and cons of existing human resources at BIDV.
When analyzing, BIDV will be based on the following factors:

Analytical factors in terms of human resources system:

1. Quantity, structure, qualifications, skills, experience, work capacity work

attitude and personal qualities.

2. Organizational structure: the type of activity, responsibilities, powers and

working relationships in the structure.

12
 3. Human resource management policies (recruitment, training, rewards,
discipline, etc.)

Analytical factors in terms of human resource exploitation process:

1. The attractiveness of the job to the employee.

2. Employee satisfaction with the job.

3. The cultural environment of the business.

4. Management style.

5. The clarity and specificity of the objectives that the business has outlined.

6. Barriers or the existence of the business.

7. The improvement of human resource management activities in the enterprise.

Step 3: Make a decision to increase or decrease human resources:

In this step, you compare the demand for human resources with the state of the human
resources of the business to determine whether the human resources are redundant or
in short supply compared to the needs of the business. Then you need to choose solutions
to overcome the redundancy or shortage of manpower.

4.2) Build Your Employer Brand:

Promoting company value: Among banks in Vietnam, BIDV is proud to be the oldest
financial institution in the field of banking and finance in Vietnam, with the leading
prestige and value in Vietnam; Top 2,000 largest and most powerful companies in the
world (Forbes poll); Top 300 Most Valuable Global Banking Brands (Brand Finance); Top
10 largest enterprises in Vietnam for 4 consecutive years. This is already an attraction for
talent in choosing a place to work, especially in relation to banking.

Use real-life stories from employee sharing: the most honest sharing of employees in the
company will attract candidates more easily than ever before. Ensuring that candidates
will have a good impression of the business: Bidv's image in the hearts of employees, in
the hearts of customers, partners, friends, in the minds of investors, in the social
community must be more beautiful, stronger, more reliable. BIDV always emphasizes:
Human resources is a leading important factor for the development and success of the
organization. Therefore, one of bidv's most important objectives is to build, maintain and
develop a staff that ensures sufficient quantity and quality of implementation of the
system's business objectives and strategies as well as the political tasks of the industry.

13
4.3) Develop a recruitment strategy:

4.3.1) Identify recruitment needs

The first step in planning the recruitment strategy is to determine bidv's ability to
develop in the future, calculate important indicators such as employee turnover rate,
general policy of the business, identify the departments and locations that need to be
supplemented human resources, ... The above factors will greatly affect BIDV's
recruitment program.

Once the recruitment needs are identified, hrm team will develop a roadmap of training
and development plans for the number of new employees hired. Thereby, monitoring and
evaluating the path of advancement of each individual.

4.3.2) Develop a human resource capacity framework:

The next recruitment solution is to identify skills for each vacancy: What qualities and
skills bidv wants candidates to meet to fill the vacancy? What is their daily work? What
are the goals and results you want your employees to accomplish? These are the
questions you need to identify in order to recruit the right people, the right positions.

In this step, hrm team will consult with the head of the position to be recruited For
example: If the position to be recruited is a marketing officer, you should consult with the
head of marketing to make the most suitable quality and skill requirements for
candidates.

4.3.3) Develop an attractive recruitment description

Instead of making a series of requests on the recruitment table, BIDV will emphasize the
benefits and benefits candidates will receive during the work process. Be able to
introduce the mission and vision of the business so that employees can understand the
cultural environment they desire to join.

To attract the best candidates, BIDV builds an attractive job description. Instead of listing
a long line of employer requirements and expectations for the vacancy, you should
emphasize what the candidate can get.

4.3.4) Application of technology in the search for candidates:

1) Automatically set up job ads

BIDV will apply AI technology in recruitment, which is to run ads. Recruitment ads will
be pre-programmed, automatically published without human intervention. AI's

14
algorithms will help recruitment ads appear on social networks, the internet helps
increase the effectiveness of reaching candidates.

2) Interview with Chatbots:

Chatbots applications are increasingly used in recruitment bringing many benefits to

businesses. This app helps screen the most potential candidates before scheduling an
official interview. Chatbots are made through video chats between employers and their
candidates. Through this BIDV can briefly evaluate its candidates, thereby deciding
whether to interview online or not.

The process of recruiting personnel through video call interviews brings many benefits
for BIDV. Through this solution, candidates can reduce stress as well as increase flexibility
for BIDV in selecting future personnel.

4.3.5) Application of competency test when establishing recruitment process:

1) Thinking Ability Test

The thinking capacity test is a type of test that assesses thinking and cognitive abilities,
in order to determine whether the candidate has the necessary skills for the position. The
competency test comes in many different forms to evaluate the candidate's ability to
process different information. The use of these types of thinking competency tests will
help BIDV make a preliminary assessment of the speed of information processing and
thinking aspects, helping to screen candidates quickly and objectively, especially for bulk
recruitment plans.

2) Professional competency test:

This test is aimed at evaluating, confirming the necessary professional knowledge of a

candidate for a particular position. For example, an accountant needs to acquire
accounting, auditing, basic knowledge in addition to computing ability. A HR manager will
need to have a knowledge of labor law and policies within the company, in addition to
communication skills or grasping the candidate's psychology. Or legal staff need to have
expertise in the legal system and related laws. Especially for BIDV, most candidates will
need to have highly specialized knowledge in the field of finance and banking.

In addition, other common forms of assessment of professional knowledge are the

necessary certificates or qualifications that BIDV requires, or even for many positions
that are required in accordance with the law. Depending on the vacancy and specific
requirements, BIDV will develop the appropriate set of questions to evaluate candidates.
Quite closely related to professional knowledge, testing professional skills or skills varies
depending on the position and industry.

3) Personality test:

15
Personality tests to assess a person's behavior and personality group classification in the
workplace, from which BIDV's recruitment team will assess the suitability of the team as
well as the culture of their business. The identification of the candidate's personality
group helps the management level determine the appropriate approach and management
step, creating conditions for employees to develop their abilities, as well as have career
orientation, have training plans, assign work assignments and build effective teams.

4.3.6) Commitment to training for employees:

In order to have a policy to attract BIDV talents, it will implement training courses,
professional training and skills for employees. Through these programs, employees
update more of the knowledge needed to work better, more productively. This is also how
BIDV supports employees in identifying goals, seizing opportunities for advancement,
career development.

In addition, BIDV will create conditions for employees to meet and exchange with leading
experts in the same field to absorb practical experiences more effectively. Applying this
experience and knowledge to the work, employees can bring many times more efficiency.

4.3.7) Build a good compensation regime:

1) Pay based on performance.

In BIDV's talent attraction policy, one of the most important factors is how to pay
employees' salaries is worthy and in accordance with the company's conditions. In the
context of fierce competition not only in terms of the market but also in terms of quality
resources as today, employers are forced to develop an attractive salary and bonus policy
based on job efficiency. In this way, potential candidates will feel that the salary they
receive is satisfactory to their competence and that they can get even more if they work
well.

By calculating salary according to job performance, the business will give employees a
sense of satisfaction and make talent want to stick more long-term with the company,
while eliminating employees who have bad performance for a certain period of time.

2) Make payments for various types of allowances:

Make full payment of allowances in the process of working such as: travel expenses,
parking, lunch, working equipment, insurance ... is a factor worth noting in the process of
developing policies to attract talent for businesses today. This shows that the business
always cares about its employees and increases the time they spend with the company.

3) Apply bonus mode in advance or conditionally:

16
This is a form of prepayment with some mandatory conditions for employees. If the task
is not completed, the employee may have the reward revoked. In this way, BIDV can
"recruit" more talent in other companies. In addition, BIDV can do so in a different way
that the business "hangs" the employee bonus and will pay them within the promised
time limit.

4.4) Commitment to training for employees:

In order to have a policy to attract BIDV talents, it will implement training courses,
professional training and skills for employees. Through these programs, employees
update more of the knowledge needed to work better, more productively. This is also how
BIDV supports employees in identifying goals, seizing opportunities for advancement,
career development.

In addition, BIDV will create conditions for employees to meet and exchange with leading
experts in the same field to absorb practical experiences more effectively. Applying this
experience and knowledge to the work, employees can bring many times more efficiency.

4.5) Building a corporate culture:

In this regard, BIDV has built throughout the 65 formations and development of BIDV and
needs to continue to maintain that to be able to attract talented people:

1.It is the wisdom of a team that is always hardworking and passionate about
learning, learning and is open to new knowledge, new technologies, new ways of
thinking, thereby applying knowledge to create creativity and innovation to bring
benefits and utilities to customers, Promoting a progressive society.

2.It is the heart of love of industry, love of the profession passionately, pure and
good direction. As a result, BIDV has a bright and heroic historical baggage, a
corporate culture that is both traditional, modern, unique and humane.

.It is the bravery in the difficulty to rise stronger, like the fire tested gold through
many ups and downs, BIDV has trained a spirit, bravery, the character of the
pioneers. In order to encounter seemingly insurmountable difficulties, BIDV finds
a creative, flexible and effective way to break through.

4.It is the bond between people in the same BIDV common house, is the traditional
beauty when in many families there are generations of grandfathers, fathers
ahead, generations of children, grandchildren go last to contribute effort,
enthusiasm and wisdom to the industry.

5.It is professionalism and respect for its commitments and fully meets aspects of
commitment to customers, shareholders, workers and the social community.

17
4.6) Develop an effective onboarding program:

4.6.1) Define core values:

In order to build a highly accurate and efficient onboarding process, management and
human resources need to define the core value of onboarding by answering the following
questions:

1. What new personnel are they interested in the information of BIDV, the welfare
regime, how to regulate the company?
2. What does BIDV need to do to make an impression as well as for new employees
to feel they are welcome in the early days of work?
3. What things can the BIDV senior team share with new employees on the first day
to excite them?

4.6.2) Pre-Boarding Preparation:

Pre-Boarding is the best preparation of facilities to be ready to welcome new employees.
This process will consist of two main stages:

Phase 1: One week before the new employee arrives for the job.

1. It is necessary to prepare seats, essential equipment including:

uniform, personal computer, company email,...
2. Preparation of relevant papers and contracts: information on
personnel dossiers, rules, probation contracts,...
Phase 2: One day before the employee takes the job.

1. Visualize gestures and words to make a positive impression on new

employees.
2. Fully equipped with rules and schedules for admission so that new
personnel understand the work to be done.
3. You can prepare a small gift to increase your encouragement.

4.6.3) The first day of work of the employee:

On the first day of work, BIDV should help employees determine their position, role in the
business as well as get to know colleagues and the company's work culture. The content
of the work can be flexibly customized according to the characteristics of the business,
but still have to ensure some core tasks as follows:

18
 Provide a full range of internal documents, instructions for using the management
software of the enterprise.
 Create an account for new employees.
 Clarify the company's mission, vision, core values, and how it operates.
 Develop KPIs to evaluate employee performance.

4.6.4) After the employee has entered the job:

The onboard process after the new employee takes the job will play an important part in
the decision to stick or leave the new employee. Some of the work that BIDV should do at
this stage are:

 Arrange a mentor accordingly along with a well-developed training route.

 From 1 to 3 months from the date of the new employee's appointment, HR should
contact to inquire about the work process as well as issues to make sure that the
new employee does not have any comments about the company, the job and new
colleagues.
 After 6 months, the direct manager needs to evaluate whether the new personnel
is really suitable for long-term commitment to the business or not. If employees
have to leave, the manager should share candidly with them the reasons to help
the employee in the future work.

4.6.5) Develop a future plan:

Before proceeding and while progressing on-boarding, BIDV needs to capture the career
goals of new employees and thereby come up with a suitable training plan. This will
promote and enhance the dedication of new employees as well as give them the
opportunity to grow more. The training process will also help BIDV to realize the
potential of new employees in different fields.

5) Evaluating the strengths and weaknesses of talent acquisition strategy:

5.1) Strengths:
There is a clear personnel planning strategy to maximize the use of human resources and
ensure the continuous development of human resources, ensuring that enough people,
the right people, the right time to realize BIDV's goals achieve the best results. It can be
seen that the hr planning strategy will be linked and consistent with the goals that BIDV
will set.

BIDV's employer brand comes with building a corporate culture, by building a positive
brand, which will be a fault point that grabs the attention of more candidates. Besides, the

19
attractive benefits in rewards, welfare, balanced support in the company is also a strong
point for BIDV to retain talents.

Develop a methodical and practical recruitment strategy such as identifying the needs
and competencies of candidates that BIDV needs to recruit, have a plan to build an
attractive recruitment description. Besides, it is necessary to apply 4.0 technologies to
optimize in finding talents. Moreover, in the process of recruiting flexible applications
and many methods to find the best talents such as expertise, personality and thinking and
thereby will give BIDV a good human resources, a solid foundation to develop from which
can support the company's business strategies to succeed.

Effectively develop onboarding programs in a specific way from which to capture the
career goals of new employees, come up with the appropriate training plan. This will
promote the dedication efforts of new employees to validate capacity, have the
opportunity to develop more. The training process also helps BIDV will recognize
potential employees to become managers or experts in other fields, thereby providing
better development support in addition to creating comfort and friendliness for new
employees to quickly integrate with BIDV, successfully complete the task, become an
important human resource for the common development. ‘

It can be seen that with these strengths will attract a large number of candidates who want
to join BIDV.

5.2) Weaknesses
With a detailed talent attraction plan, it is likely that the recruitment team will not have
enough capacity or ability to meet bidv's strategy of attracting talent. This is a weakness
if any, it will be extremely serious because of the impact on the whole system of the
company.

Personnel planning can cause a breakdown of BIDV's human resource structure if the
appropriate method is not used, the consequences of which can be to force the right
person for the company or recruit more unnecessary positions.

Employer branding can be affected if the information is untrue or gives too much
information, without choice leading to bewilderment of talent.

The reward and remuneration mechanism may not be suitable for the needs of the talents
but BIDV can only meet to the extent possible, thereby leading to conflicts between BIDV
and the talents. Besides, the company culture is sometimes also a problem if not suitable
for the working style of the talent.
20
The multi-step recruitment process can also be a major obstacle in attracting talent as it
can make candidates feel that the hiring process requires too much and makes them
afraid to participate, besides each candidate has strengths, Its own weaknesses, so having
multiple steps in the hiring process can be risky in eliminating potential candidates.
Besides, having a detailed recruitment process will require a lot of time and cost to
implement, which is an issue that BIDV always cares about first is the cost and the
immediacy in everything.

As for onboarding program, the weakness here is how to implement, maybe the
implementation process has been outlined very clearly but the way of doing, as well as
the vision, development plan of BIDV is not in line with the desires and personalities of
the talents will also lead to the talents will quit their jobs at BIDV to find a more suitable
environment.

This weakness will risk damaging the company's personnel structure, causing major
obstacles to BIDV's sustainable performance goals.

6) Talent acquisition strategy from Google:

6.1) Google and their hiring process:

1. Recruiter Screen

The recruiter looks through every resume to find a potential fit.

2. Phone Screen

The recruiter then contacts a potential candidate, explains the process, and let’s them
know what to expect.

3. On-site Interview

The on-site interview will be with a panel of 4-5 people for 45 minutes each. If they are
interviewing for a technical role, they will be asked to solve a technical problem in real-
time, and quizzed about unconventional questions.

21
4. Interview Feedback

Each interviewer submits their individual feedback in a standard format about the
candidate and assigns a numerical ranking to the candidate. A search is done to match the
candidate’s resume to an employee’s resume based on school or companies. An email will
be sent to that matched employee asking for an opinion on that candidate.

5. Hiring Committee

The hiring committee reviews all the feedback as well as the resume and experience.
Independent hiring committees are made up of Googlers at various levels of the company
to review your candidate packet.

6. Executive Review

Senior level management reviews every offer.

7. Compensation Committee

The committee that determines the appropriate compensation for the offer.

8. Final Executive Review

The top executive reviews the employment offers before they are extended to the
candidate.

9. The Offer

The recruiter will notify the candidate of the offer and will explain the details of the offer.

6.2) Employer Branding tại Google:

Here are 4 highlights of how Google is doing in the process of building a work
environment as well as employer branding for itself.

1.Criteria for finding talent: Google believes that confusing ad content that needs to use
IQ for analysis is a waste of time. Instead, Google encourages this type of structured

22
interview or hypothetical situational interview as a more effective approach to evaluating
people.

Engineers at Google are usually highly qualified (about a third have a PhD). However,
instead of looking for those with the highest scores, the selection process is designed to
identify candidates who possess specific abilities and are willing to provide personal
factors that benefit Google well.

2 . Liberal culture

Google's profile and reputation for innovative innovation offer irresistible appeal to
potential candidates. But besides, Google believes that the way the company thinks about
people and promotes personal satisfaction are equally important factors in employer
branding. Google is very aware of how much work roles have on their personal lives and
wants candidates to know Google as a company that truly values people and always gives
them enough freedom for them to enjoy life.

3.Clearly locate future Googlers:

The way Google approaches candidates and communicates the Employer Brand partly
reflects a desire to find people who can thrive in a Google environment, both on a personal
level and as part of a team. The company's career website allows Google employees to
speak out about what the business expects and how life in the company is really going.

Google's independent recruitment department plays an important role in ensuring

successful applicants will work long-term, including reviewing feedback from all
interviewers to ensure our hiring process is fair and that we are keeping our commitment
to Google standards. Google has spent a lot of time making the organization's hiring
process as efficient as possible – reducing interview time and increasing communication
with candidates. While this process requires support from Google employees in a few
stages, Google believes it all delivers the necessary value.

4.Approach candidates with clear structure:

One of the differences of the interview process at Google is the structured interview
model available. Google always ensures that their employers are well trained and know
how to use the right interview techniques.

23
Google believes that the structure allows interview teams to get to know the real
candidate and ensure all reviews are objective. Research shows that, in first encounters,
people tend to make unconscious judgments, influenced by unconscious biases and
beliefs. This can lead to the interviewer moving from assessing the candidate's
competence to finding evidence that confirms their initial impression without even
realizing it. Research has also shown that structured interviews are more objective than
unstructured interviews, which is why Google applies this principle to its organization.

6.3) Google's Onboarding Process:

1. Focus on employee support from day one:

One of the hallmarks of Google's onboarding program is its focus on providing new hires
with support and guidance from the very start. This focus on support continues
throughout the onboarding process, with new hires receiving regular check-ins from
their managers and having access to a wide range of resources (including an online
onboarding portal) that can help them settle into their role.

2. Encourage employees to ask questions and share feedback:

Invest in things that don't scale

For example, the company hosts regular "onboard talks" where new hires can present
their work and discuss any issues or concerns they might have with coworkers from
different departments. This not only helps create a sense of community among new hires,
but also provides valuable insights into areas where the company could be improved.

Employee surveying

To encourage this culture of openness, Google also offers an anonymous feedback form
to all new hires, which allows them to provide constructive criticism without worrying
about potentially offending anyone in the process.

3. Offer onboarding programs and resources tailored to different roles and

departments:

One of the key features of Google's onboarding program is its flexibility. Which allows for
a wide variety of onboarding experiences depending on the role or department involved.

24
For example, while some new hires might focus more on getting up to speed with their
day-to-day responsibilities, others may be more focused on learning about the company
culture or exploring career development opportunities available within the organization.
To address these different needs, Google offers a wide range of onboarding resources that
are tailored to specific business units, positions, or teams.

4. Educate employees on your culture and values:

Google is well-known for its unique culture and values, which include a focus on
innovation, collaboration, and transparency. It's no surprise, then, that educating new
hires about these core aspects of the company is a key part of its onboarding program.

5. Encourage employee engagement early:

Perhaps most importantly, Google's onboarding process places a strong emphasis on

engaging employees early on in order to help them become active participants in their
own development and success.

Perhaps a famous example is the 20% time practice of offering employees a day out of
every week to work on what they want. Similar to projects such as Google X and Gmail,
it's an example of Google fostering a culture of innovation and allowing employees to
truly make their mark on the company. As organizations continue to grapple with high
employee turnover rates, adopting some of Google's key onboarding strategies can help
create a more effective experience that boosts retention and engagement among new
hires.

6.4) Benefits at Google:

Google strives to provide Googlers and their loved ones with a world-class benefits
experience, focused on supporting their physical, financial, and emotional wellbeing.
Google’s benefits are based on data, and centered around their users: Googlers and their
families. They’re thoughtfully designed to enhance Googlers 's health and wellbeing, and
generous enough to make it easy for Googlers to take good care of themselves (now, and
in the future). So Google can build for everyone, together.

6.5) Google’s Human Resource Management relation to creating sustainable

organisational performance and achieving business objectives : Strengths and
Weaknesses:
When discussing the most effective HR solutions, it is impossible not to mention Google.
The company remains one of the most highly regarded employees in the world in addition

25
to having a recognizable employer brand. The HR teams at Google ensure that recruiting,
training, and retaining the best employees delivers consistent benefits across core
operations. Google is certainly one of the best examples of human resource organization
that keeps employees happy and motivated. However, despite the aforementioned
employee empowerment practices, the company has recently faced some backlash over
its staffing decisions. It can be concluded that no business is perfect, which means that
even a giant like Google has to rethink how its human capital is managed.

In terms of strengths, it can be seen that Google's HRM has the following points:

Hrm has left its employees feeling free to work within a moderate framework that will
make them feel respected, more comfortable, and have a better experience.

Create spiritual value for employees: Google values ethics and morals rather than profit,
market, or equity like other companies. Google's board of directors wants each employee
to turn their work into "spiritual children", helping each individual find the true meaning
of the work he is doing, so that every working day is a positive and energetic day that
contributes to creating value for himself.

The most important culture in the company is the culture of listening. A great leader is
someone who listens to his employees, not lets them listen to him. At Google,
management boards allow employees to participate in the company's big meetings,
encouraging them to contribute their thoughts and aspirations to solve problems within
the business.

It is these strengths that have helped Google become a business for 8 consecutive years
in the list of "The most worthwhile places to work in the world"

However, there are also weaknesses such as:

While Google is one of the greatest facilitators of effective recruiting and training
strategies, it's important to acknowledge that the work environment the company prides
itself on has been in decline lately. . There have been reports that some Google executives
have engaged in inappropriate sexual behavior towards colleagues. More worrisome,
however, is the fact that these senior managers have received massive severance
packages. As a result, nearly 20,000 Google employees took part in a walkout, attracting
the attention of global media networks. Therefore, it is clear that Google's current staffing
team may have innovated in the past but is now quite antiquated and anti-employee.
These situations demonstrate that Google values its reputation more than its employees,
especially those who fall victim to the company's work environment, which appears to

26
favor sexual misconduct. Google needs to rethink its HR strategies and invest in
developing a framework to truly empower employees. There have been numerous
reports focused on the innovative use of analytics in corporate HR practices. Instead, HR
executives at Google should focus on personal testimonies and employee experiences.
Behind the numbers and statistics creates a gap between the data, which no one denies
is probably true, and the personal experiences of employees at the company. Therefore,
Google should emphasize the importance of interviewing employees about their work
environment on a regular basis. In addition, they must regain the trust of their workers
by introducing a policy of dismissal and non-stop for anyone responsible for harassment,
sexual misconduct or discrimination.

In conclusion, Google is one of the many companies, which manages to continuously

innovate its HR practices to keep employees satisfied and empowered. Despite that, there
are certain issues regarding the company’s human resource decisions, which proves that
there is also space for improvement.

III) Conclusion:
In conclusion, HRM plays a very important role for a company, namely BIDV. The article has shown
how the digital transformation has impacted on BIDV's HRM team as well as the talent acquisition
strategy that will have an important impact on BIDV's business goals. The article has taken more
Google examples to confirm the strategies about the things that will affect the company's working
situation in the future.

IV) Reference:

1) Anon, 2022. What is video banking? technology for video banking. Video Conferencing
Blog. Available at: https://trueconf.com/blog/reviews-comparisons/what-is-video-
banking.html [Accessed July 17, 2022].

2) Anon, Tips from Google's onboarding process that will improve your new hire experience.
Preppio. Available at: https://www.preppio.com/blog/google-employee-onboarding-
process [Accessed July 17, 2022].

3) BIDV, 2021. BIDV Annual report 2021,

4) Chai, W. & Sutner, S., 2020. What is Human Resource Management (HRM)? - definition
from whatis.com. SearchHRSoftware. Available at:
https://www.techtarget.com/searchhrsoftware/definition/human-resource-management-
HRM [Accessed July 17, 2022].

5) Forsey, C., 2022. 11 talent acquisition strategies to find the best employees. HubSpot Blog.
Available at: https://blog.hubspot.com/marketing/talent-acquisition [Accessed July 17,
2022].

27
6) Kalibrr, This is how Google hires their talent kalibrr. Available at:
https://www.kalibrr.com/sites/default/files/featured_images/White_Paper_How_Google
_Hires_Their_Talent.pdf [Accessed July 2, 2016].

7) Partner, T.B., 2020. Employer branding Tại Google CÓ Gì đặc Biệt? Talent Brand - Your
Employer Branding Partner. Available at: https://talentbrand.vn/employer-branding-
tai-google-co-gi-dac-biet/ [Accessed July 17, 2022].

28