Figure 1.2: Organizational structure of company Source: Human Resources Department- Pungkook SaiGon III Company... Characteristics affecting the recruitment of human resources at the com
R EASON FOR CHOOSING THE TOPIC
To thrive in today's globalized environment, businesses must effectively acquire essential human resources, with qualified candidate recruitment being a key component Successful hiring aligns individuals with roles that suit their strengths and personalities, leading to increased job satisfaction and employee engagement This process fosters happiness, trust, and loyalty among employees, ultimately enhancing productivity and efficiency within the organization By hiring individuals who meet job criteria, companies can avoid the costs associated with retraining and searching for new hires Moreover, effective recruitment not only builds a high-quality workforce but also provides opportunities for employee skill advancement Therefore, attracting a sufficient quantity and quality of human resources is crucial, and improved recruitment strategies are essential for identifying candidates that meet organizational needs and adapt to changing environments.
Pungkook SaiGon III Co., Ltd is committed to innovating its management practices in response to the significant impacts of globalization and technological advancements on production and business As the company expands to meet increasing labor demands, it is essential to identify qualified candidates for various positions However, despite a strong focus on human resource recruitment, the company faces certain challenges in this area.
This internship report focuses on the critical role of human resource recruitment at Pungkook SaiGon III Co., Ltd., highlighting the importance of effectively completing the recruitment process within the company.
R ESEARCH OBJECTIVE
Research on the current situation of human resource recruitment at the company and basic issues related to recruitment
From the above research situations, propose solutions to improve the recruitment of human resources at the company.
S UBJECT AND SCOPE OF RESEARCH
Recruitment process at Pungkook SaiGon III Co., Ltd from 2021 to 2022
- About the location: Pungkook SaiGon III Co., Ltd (Quarter 1A, An Phu Ward, Thuan An City, Binh Duong)
- About the content: Human resource recruitment at Pungkook SaiGon III Co., Ltd., achievements, limitations and solutions to improve the recruitment of human resources at the company
- About time: Focus on researching human resource recruitment from 2021 to 2022.
R ESEARCH M ETHODOLOGY
- Statistical method: Synthesize data and actual information provided by the company
Analytical methods are essential for identifying and addressing recruitment challenges within a company By synthesizing data from the human resources department and employing comparative techniques, organizations can effectively analyze recruitment issues and propose actionable solutions to enhance the quality of their hiring processes.
During my internship, I closely observed the human resource department's recruitment process, which enhanced my understanding of how to effectively create and manage a company.
- Besides, the study also uses other methods such as table method, graph method, chart method.
R ESEARCH SIGNIFICANCE
- For PungKook SaiGon III Co., Ltd: Find out, provide solutions for the company's recruitment policy and process
- For human resources: Provide a standard, professional, general and complete recruitment process
PungKook Sai Gon III Co., Ltd offers comprehensive and precise insights into its recruitment process, as well as that of other companies By diversifying recruitment methods and creating various opportunities, the company enhances job prospects and fosters a supportive working environment for applicants.
S TRUCTURE OF THE REPORT
The report consists of 3 main parts:
INTRODUCTION OF PUNGKOOK SAIGON III CO., LTD
A BOUT P UNGKOOK C ORPORATION
Business fields: Manufacturing, processing backpacks, bags, luggage bags, leather products of all kinds
• 1966: Established Pungkook Corporation in Korea
• 1992: Built the first factory in Ho Chi Minh City, Vietnam
• 1997: Build factory in Colombo, Srilanka
• 2001: Obtained ISO 9001 certificate in Korea
• 2001: Built the second factory in Vietnam, Pungkook SaiGon II company
• 2004: Built the third factory in Vietnam, Joon SaiGon Co., Ltd
• 2005: Joon SaiGon Co., Ltd obtained ISO 14001 certificate
• December 2006: built the 4th factory in Vietnam, Pungkook SaiGon III company
• In 2010 established one member Pungkook Ben Tre factory (including My Tho branch)
• In 2014, Pungkook Ben Tre branch was established with one member, Pungkook Long
O VERVIEW OF PUNGKOOK SAIGON III CO., LTD
Pungkook SaiGon III, part of the PUNGKOOK Group, is a fully foreign-owned company with over 50 years of experience in manufacturing backpacks, bags, and suitcases for export The Pungkook Group has established multiple companies across various countries, including Vietnam, Indonesia, Myanmar, and Ethiopia, employing a total workforce of over 28,000 individuals.
Pungkook Group has established seven companies across various provinces in Vietnam, including Pungkook SaiGon I, II, and III, Joon SaiGon, as well as locations in Ben Tre, My Tho, and Long An, employing nearly 10,000 individuals.
Pungkook SaiGon III Company is a member unit of Pungkook Group, has legal status, accounts for revenue and expenditure, and is solely responsible for financial
Pungkook SaiGon III exports all its products under processing contracts with renowned global brands like Adidas, Nike, Reebok, and Y-3 The company specializes in sporty designs featuring multiple compartments for storage, crafted from durable, multi-colored fabrics and high-quality leather sourced from international suppliers With a workforce exceeding 1,600 employees, Pungkook SaiGon III prioritizes employee welfare by fostering a friendly work environment and offering numerous promotion opportunities, encouraging long-term commitment to the company.
- Company name: Pungkook SaiGon III - Pungkook SaiGon III Co., Ltd
- Other name/English: PUNGKOOK SAIGON III CO.,LTD
- Economic field: Foreign-invested economy
- Type of business: limited liability company
- Main line of business: Producing suitcases, bags and the like, manufacturing saddle cushions
- Head office: Quarter 1A, An Phu Ward, Thuan An City, Binh Duong
- Legal representative: Bae Hio Man
Figure 1.1: Logo of Pungkook Company
Source: Pungkook SaiGon III Company
The world's leading handbag factory
Improve productivity in parallel with improving the working environment and benefits for employees
1.2.2 Functions and duties of the company
Pungkook SaiGon III specializes in the sewing and processing of suitcases and bags for export, as well as the production of padded seats and related products.
• The company was established and operated to meet the needs of the market
• Bringing high economic efficiency to society
• Preserving and developing capital to generate profits for the unit Contribution to the State budget
• The company's activities are manufacturing, sewing, processing and exporting backpacks and bags
• Complying with guidelines, policies, legal regimes, paying taxes to the state budget, fully implementing contracts signed with partners, customers and suppliers
1.2.3 Roles, responsibilities and authorities in the company
Top management clearly assigns responsibilities and authorities to individuals and departments to maintain the quality management system, enhance operational processes, and achieve expected outcomes This assignment is effectively communicated and understood throughout the organization Additionally, top management receives reports on the implementation of the quality management system and identifies opportunities for improvement, ensuring customer satisfaction with the products.
1.2.4 Organizational structure and management apparatus of the company
Pungkook SaiGon III Company operates two production workshops, Factory 3A and 3B, each employing approximately 700 workers The sample room is distinct from other departments, and each workshop is overseen by 1-2 Vietnamese managers known as Workshop Managers Additionally, every department is led by a director.
18 director, each department is divided into small parts according to the nature of work The executive manager is the executive director of the workshop.
2 Human resources department (HR/SEA/GA) 1
Source: Human Resources Department- Pungkook SaiGon III Company
Each of those small divisions has a Vietnamese manager or a foreigner Directors are under the direct management of the General Director
Figure 1.2: Organizational structure of company
(Source: Human Resources Department- Pungkook SaiGon III Company)
U NDERSTAND THE COMPANY AND ITS CONTEXT
The company identifies internal and external issues that are relevant to its purpose, strategic direction, and those that affect the company's ability to achieve the desired results
Internal challenges within a company are fundamental to achieving quality objectives, encompassing aspects such as resources, knowledge, and operational methods These challenges are closely linked to the company's organizational structure.
The company always monitors and reviews information on external and internal issues, systematizes information to help the company assess its position in the market.
C OMPANY QUALITY POLICY
The quality policy is an expression of management's commitment to ensuring:
- The suitability with the purpose and context of production activities, strategic orientation of the company
- Fulfill the commitment of leadership throughout the company
- Continuously improve the effectiveness of the quality management system to ensure conformity with customer requirements, regulatory requirements of the State of Vietnam and abroad for products
- As the basis for setting and reviewing quality objectives
- Be communicated, understood and applied within the organization, available to stakeholders as appropriate
- The quality policy is changed only if it is no longer suitable for the Company's purposes or with the requirements of ISO 9001
- Annually, the Company's top management reviews and evaluates the implementation of the quality policy and objectives to decide on a new quality target.
C HARACTERISTICS OF THE COMPANY ’ S PRODUCTION AND BUSINESS
Pungkook SaiGon III specializes in manufacturing suitcases, bags, and seat cushions, ensuring a continuous production process that aligns with product demand The production line operates with advanced equipment for 10-12 hours daily, adhering to strict technological standards The company's skilled workforce plays a crucial role in maintaining these high-quality production standards.
21 technical workers with quality suitable for technology level, arranged to work on a continuous shift schedule
Thanks to the dedication and responsibility of the Executive Board and employees, the company has successfully met its production targets By leveraging market information and operational insights, the company has developed an optimal bidding strategy aimed at maximizing revenue and profit Comprehensive internal management has led to impressive economic and technical performance, significantly boosting the company's profits.
W ORKING ENVIRONMENT
The company provides the working environment necessary to achieve conformity to defined product requirements
The company prioritizes the working conditions and morale of its employees, with the Board of Directors collaborating closely with various organizations to foster a scientific and comfortable work environment.
To enhance the infrastructure and working environment in line with the Company's development, the Board of Management will recommend targeted activities during each leadership review period.
T HE SITUATION OF HUMAN RESOURCES AT THE COMPANY
The organization recognizes the crucial role that personnel play in determining the success or failure of the business By effectively allocating and organizing labor in the appropriate sectors with the right skills, the company can achieve efficient operations To support this, the manufacturing firm maintains a comprehensive labor monitoring sheet that details the total number of employees, their qualifications, and the overall labor structure.
Human resources are crucial for business success, and at Pungkook SaiGon III, a fully foreign-owned company, a skilled leadership team comprised of Korean employees is pivotal The company operates in a developed economic environment and is divided into two main segments, 3A and 3B, contributing to its overall growth and efficiency.
1600 employees, each workshop has 1-2 Vietnamese managers called factory managers With the organizational structure of human resources in the workshop like this, it is
The company can enhance its management by promoting the capabilities of each team member and fostering leadership within the workforce By establishing an effective organizational structure, smooth coordination between departments is achieved, which encourages individual and departmental roles and responsibilities This, in turn, positively impacts production and boosts the company's export activities.
C HARACTERISTICS AFFECTING THE RECRUITMENT OF HUMAN RESOURCES
Pungkook SaiGon III Co., Ltd emphasizes effective human resource management by optimizing labor division and ensuring readiness for company changes The business focuses on timely compensation plans that reward workshops and high-performing individuals, fostering innovation and enhancing productivity Consequently, employees remain motivated and dedicated Despite a significant reduction in the overall workforce in recent years due to external factors, the company has continued to increase its product output.
Pungkook SaiGon III Co., Ltd is characterized by a youthful workforce, which enhances employee commitment and maximizes productivity The company's gender composition leans towards a higher number of female employees, reflecting the demands of the sewing industry that requires specialized skills and machine operation This strategic demographic alignment is essential for boosting labor productivity and overall work efficiency.
The external environment has a great impact, affecting the recruitment process, factors of the external environment such as:
- Competition: Companies always find ways to compete with competitors in the market There are many forms of recruitment that bring disadvantages to other
23 companies Therefore, competition forces Pungkook in particular and organizations in general to diversify forms and methods of recruitment
The economic and business cycles significantly influence recruitment within companies During the challenging period of the Covid pandemic, operations at factory 3C were halted, prompting all workers to return to their hometowns for safety Now that the market economy has stabilized, there is a pressing need for recruitment; however, the process remains sluggish, resulting in slow hiring rates.
The labor market is witnessing a surge of new companies offering attractive remuneration policies, particularly in remote provinces like Can Tho and Soc Trang, leading many workers to prefer local employment for convenience However, a significant number still opt for positions in larger firms, seeking personal development and stable income Consequently, it is essential for companies to create favorable working conditions to attract and retain talent.
The internal environment has a fundamental influence on recruitment such as:
Pungkook SaiGon III Co., Ltd is a prominent 100% foreign-invested company specializing in the manufacturing of backpacks, bags, and suitcases for export With over 50 years of experience, the company has consistently led the way in accessing high-margin apparel markets and has achieved significant advancements in business operations, personnel development, and organizational structure.
Pungkook consistently delivers added value that meets the needs of customers and partners, focusing on import and export to enhance labor productivity through the skills of its experienced team The company aims to strengthen its image by providing high-quality products, fostering clear and reliable values that resonate with the public, and aligning with a new business strategy targeting the mass consumer market.
- Pungkook culture was formed with the birth of the company Through more than 50 years of development, many good traditions and values have been formed, making
Pungkook a company with many unique cultural features, becoming the pride of each person
The working environment features a modern architectural design with spacious, well-defined departments, equipped with smart elevators and air-conditioning Safety, hygiene, and efficient labor practices are prioritized in the workshops Additionally, support vehicles are consistently preserved, maintained, and upgraded to meet the evolving needs of the company.
LITERATURE REVIEW
S OME GENERAL ISSUES ON HUMAN RESOURCE MANAGEMENT AND
2.1.1 The concept of human resource management
The workforce is a company's most valuable and limitless knowledge resource, crucial for maintaining long-term competitiveness The quality of human resources directly influences a firm's success in a dynamic industry Therefore, implementing an effective recruitment strategy is essential to ensure that the human resources team is skilled and aligned with the organization's strategic objectives.
Resources Management: Statistical Publishing House
Personnel recruitment is the process of identifying and selecting employees to fulfill an organization's requirements and enhance the workforce necessary for achieving its objectives.
Human resource management can be viewed as the art and science of aligning the needs of a company with those of its employees to achieve organizational goals It involves the administration and organization of human resources to meet strategic objectives, encompassing hiring, employee management, salary administration, operational efficiency enhancement, and employee termination.
2.1.2 Basic functions of human resource management
❖ Functional group to attract human resources
The functional group focuses on ensuring that the company has an adequate number of qualified employees for each position To determine which roles need new hires, businesses must align their recruitment efforts with their production and business strategies, as well as assess the current utilization of their workforce.
A job analysis identifies the additional staffing requirements of a company and establishes the minimum qualifications for applicants, enabling businesses to effectively select the most suitable candidates.
The recruitment process involves utilizing various techniques such as tests and interviews to select candidates for positions Consequently, the recruiting team is responsible for several key tasks, including forecasting and planning for human resources, conducting job analyses, interviewing candidates, administering tests, and managing the collection, storage, and processing of human resources data.
Huu Than.(2008).Human Resources Management:Social Labor Publishing House
❖ Training and development functional group
The primary objectives of this functional group are to enhance employee capabilities, ensure that all staff possess the necessary knowledge and skills to perform their tasks effectively, and create supportive training environments that maximize individual talents Organizations often implement training programs in response to shifts in production, business demands, and advancements in technology and procedures The training and development group is responsible for various activities, including career counseling, practical skills training for employees, skill enhancement for managers and professionals, and the upgrading of management knowledge, techniques, and technologies.
Sources:Nguyen Huu Than.(2008).Human Resources Management:Social Labor Publishing House
❖ Functional group to maintain human resources
This functional team is tasked with effectively managing the company's resources while also focusing on two key areas: motivating and inspiring employees, and promoting positive labor relations within the organization.
To inspire and motivate employees to perform with enthusiasm and responsibility, businesses should implement policies that promote high-quality work Key strategies for recruiting and retaining a skilled workforce include assigning challenging tasks, maintaining open communication about performance assessments, and emphasizing the importance of each employee's contributions Additionally, offering competitive wages and promptly recognizing individual achievements can enhance productivity, efficiency, and corporate reputation Establishing a structured compensation system is essential for ensuring fair and motivating salary practices.
29 promotion, discipline, bonuses, perks, and allowances regulations, and evaluating employee performance at work are all necessary The most crucial functions of the inspiring and motivating function are members
Effective management of labor relations can help businesses cultivate a sense of community, uphold traditional values, and enhance overall employee satisfaction with their jobs and the organization.
Resources Management:Social Labor Publishing House
2.1.3 Objectives of human resource management in enterprises
Human resource management studies the issues of people management in organizations at the micro level and has two basic goals:
• Effectively use human resources to increase labor productivity and improve organizational effectiveness
To meet the growing demands of employees, it is essential to foster an environment that allows them to fully utilize their personal capabilities By providing motivation and stimulation at work, businesses can enhance employee loyalty and dedication.
2.1.4 The role of human resource management in the enterprise
Human resource management studies equip managers with essential skills for effective communication with coworkers and understanding employee needs They emphasize the importance of hiring passionate employees, minimizing hiring errors, and aligning organizational and personal goals By enhancing organizational effectiveness and integrating human strategy into business strategy, managers can foster a more productive workplace.
Human resource management emphasizes a humanistic approach to employee rights, prioritizing their roles and values while fostering harmonious relationships between businesses and individuals It highlights the collaborative efforts of organizations, companies, and employees in minimizing conflicts between capital and labor.
T HE CONCEPT OF PERSONNEL RECRUITMENT
Candidates are assessed across multiple criteria tailored to the specific needs of the position The job requirements outlined in the job description, applicable to both the role and its responsibilities, act as the primary basis for selection.
The selection procedure must adhere to the following criteria:
- Candidates must be chosen based on the business and human resource plans
- Hiring candidates who meet the requirements for the position in order to increase labor productivity and improve work performance
- Finding employees who will work for the company with discipline, honesty, and dedication Sources: Vu Thuy Duong, Hoang Van Hai (2020).Human Resources Management: Statistical Publishing House
Recruitment involves both the recruitment and selection processes, aimed at identifying a pool of candidates that meet the enterprise's needs The primary objective is to ensure a sufficient number of qualified employees who possess the necessary skills, qualifications, health, and integrity for the job Ultimately, effective recruitment results in hiring individuals who align with the organization's requirements and contribute to its success.
Utilizing the right individuals for specific roles is crucial for enhancing business efficiency, reducing production costs, and boosting revenue and labor productivity This approach not only improves working conditions but also increases workers' income, laying the groundwork for sustainable business development.
2.2.2 The role of personnel recruitment
Successful recruiting is essential for building a qualified, active, and creative workforce that meets the specific business needs of an enterprise As the initial step in human resource management, effective hiring lays the foundation for the success of subsequent HR processes.
Effective recruitment is crucial for enterprises to meet their business objectives, leading to enhanced corporate efficiency and a team that is well-equipped to navigate the challenges of globalization.
• Thirdly, recruiting good personnel will help businesses reduce business costs and effectively use their budgets
• Fourth, recruiting good personnel also helps enterprises to successfully complete the set business plan Sources: Vu Thuy Duong, Hoang Van Hai (2020) Human Resources Management: Statistical Publishing House
• Firstly, recruitment helps employees better understand the philosophy and viewpoints of managers in the enterprise, thereby orienting them according to those views
• Second, recruitment creates an atmosphere of competition and internal competition with employees in the enterprise, thereby improving business efficiency Sources: Vu
Thuy Duong, Hoang Van Hai (2020) Human Resources Management: Statistical Publishing House
• Recruiting human resources in businesses aids in the achievement of socio economic goals: employees have jobs, earn revenue, and lessen burdens such as unemployment and social ills
• Human resource recruiting also aids in the most effective utilization of society's human resources Sources: Vu Thuy Duong, Hoang Van Hai (2020) Human Resources Management: Statistical Publishing House
C ONTENTS OF HUMAN RESOURCE RECRUITMENT IN THE ENTERPRISE
To effectively address recruitment needs, managers must first assess the specific hiring requirements of the organization Common types of recruitment include replacement recruitment, response recruitment, project recruitment, and random recruitment.
Creating a recruitment plan is essential for successful hiring, involving the preparation of key information and documents, as well as selecting the right personnel to oversee the recruitment process This phase requires a clear definition of the job content and recruitment criteria, which should be outlined in the job description and the qualifications needed for the role.
To effectively recruit a sufficient quantity and quality of human resources, organizations must identify and select appropriate job positions from both internal and external sources, as well as determine the most suitable recruitment methods.
Recruitment methods vary widely, and while no single approach guarantees absolute accuracy, employers often combine multiple techniques to achieve reliable results Commonly utilized methods include profile screening, testing, multiple-choice assessments, recruitment interviews, and verification surveys Among these, the interview process stands out as a crucial opportunity to delve deeper into the information provided by candidates in their applications and to gather additional necessary insights.
Choosing the right individuals for the recruitment committee is crucial, as they represent the company's image and have the authority to eliminate candidates throughout the hiring process It is essential to select members who possess knowledge and experience in recruitment to ensure an effective selection process.
When considering recruitment, it's essential to identify both the location and timing of hiring Recruitment should occur in areas where there is a demand for labor, typically where the business operates For unskilled labor, businesses should target the agricultural labor market, while for a more skilled workforce, urban labor markets, including universities and colleges, are ideal.
In addition, the unit also needs to determine the recruitment time There are many steps in the recruitment process and each job step will have a corresponding timeline
Sources: Vu Thuy Duong, Hoang Van Hai (2020) Human Resources Management: Statistical Publishing House)
➣ Stage 2: Organizing the recruitment of human resources
The recruitment process includes the following steps:
To effectively attract potential candidates, organizations must craft recruitment announcements that are informative yet concise, thereby minimizing advertising costs Essential details to include are an overview of the organization, the positions available, the number of vacancies, recruitment requirements, opportunities for advancement, and salary information.
To effectively identify candidates that align with the organization's recruitment objectives, employers can utilize various screening methods, including reviewing resumes and CVs, assessing application forms, conducting health examinations, administering tests (such as multiple-choice and written exams), performing skill assessments, and conducting interviews, along with verifying relevant information.
Reception staff play a crucial role in welcoming new employees after the screening process Once candidates are selected, it is essential to establish a clear appointment schedule and organize a warm reception This approach helps new hires feel valued as integral members of the organization, while also clarifying their roles and responsibilities, fostering excitement about their new position.
Employee orientation After welcoming the employee, the organization needs to orient the employee, including information about the candidate's rights and interests as well as obligations
During the probationary period, candidates must showcase their job performance, as this evaluation will determine their potential for permanent employment The organization's decision to hire will be based on the results of this assessment, highlighting the importance of demonstrating capability during this critical phase.
The head of the human resources department will recommend suitable candidates for hiring decisions based on subjective assessment methods, interview outcomes, and probation results, ultimately guiding the director in signing labor contracts.
Human Resources Management: Statistical Publishing House)
➣ Stage 3: Check and evaluate the results of human resource recruitment
After the recruitment process has ended, the unit needs to evaluate the recruitment efficiency through the following criteria: Number of applicants, Number of candidate
The article discusses key metrics in recruitment, including the selection rate, completion rate of recruitment plans, per capita recruitment costs, and the time taken to finalize recruitment It also highlights the retraining rate, employee turnover, fairness in the recruitment process, and overall satisfaction with recruitment efforts Additionally, it emphasizes the importance of professional communication in recruitment practices Sources: Vu Thuy Duong, Hoang Van.
Hai (2020) Human Resources Management: Statistical Publishing House)
To enhance recruitment effectiveness, businesses must assess their hiring processes and the associated costs It's crucial to determine whether recruitment expenses are justifiable and if they can be minimized Achieving optimal results requires a balance between the employer's objectivity and the candidate's ability to provide accurate self-assessments and predict their future performance Regularly reviewing the hiring process allows managers to learn from experiences and improve outcomes.
RECRUITMENT PROCESS AT PUNGKOOK SAIGON III CO.,
C HARACTERISTICS OF HUMAN RESOURCES OF P UNGKOOK S AI G ON III C O ,
To enhance economic efficiency, it is essential for the workforce's productivity to increase, making effective human resource management vital Recognizing this, Pungkook Saigon Company is committed to continuously refining its labor management practices to align with business needs.
- Labor structure according to the nature of labor
Table 3.1: Labor structure by nature of labor
Source: Human Resources Department- Pungkook SaiGon III Company
Table 3.1 demonstrates that the proportion of direct labor accounts for the majority The change in labor structure by nature of labor is shown more clearly in the chart below:
In 2021, the proportion of direct labor is 81.8%, by 2022, this figure will be 76.9%, although the proportion of direct labor will decrease, but compared to the proportion of
Direct labor Indirect labor Total
40 indirect labor, the proportion of direct labor will decrease but direct labor still dominates
- Labor structure by level of training
Table 3.2: Labor structure by level of training
Source: Human Resources Department- Pungkook SaiGon III Company
We can see that this business is a medium-sized one from Table 3.2.The number of trained workers has gradually increased over the years
In 2021, the percentage of workers with intermediate qualifications was 4.51%, rising to 4.6% in 2022 Similarly, the proportion of workers holding college degrees increased from 8.12% in 2021 to 8.44% in 2022 Notably, the share of workers with university degrees also saw growth, starting at 5.41% in 2021 and increasing by 2022.
University College Intermediate High school Total
High school workers constitute the majority of the workforce at the company, which primarily focuses on construction projects These essential employees, including high school graduates, craftsmen, and skilled laborers, play a crucial role in the production of the company's main offerings.
Table 3.3: Labor structure by gender
Source: Human Resources Department- Pungkook SaiGon III Company
Over the past two years, the Company has experienced an increase in the number of employees, driven by objective factors The chart below illustrates the changes in the labor structure by gender more clearly.
In 2021, female employees constituted a significant majority, with their numbers reaching 1,064, and increasing to 1,185 in 2022 This trend is particularly notable for a fast-wearing manufacturing company that primarily hires female workers, which positively impacts overall labor management However, this labor structure also significantly influences the company's production processes.
42 female employees simultaneously take leave such as maternity leave, childbirth, etc Requires the Company to have a policy to overcome the labor situation its own
- Labor structure by age group:
Table 3.4: Labor structure by age group
Source: Human Resources Department- Pungkook SaiGon III Company
Through Table 3.4, we see that the number of employees divided by working age group over the years 2021 and 2022 has not changed significantly
The workforce is predominantly composed of employees aged 30-40, representing over 70% of the total, while those over 40 make up about 18%, and employees under 30 account for approximately 33% Despite younger workers being quicker learners, the 30-40 age group brings valuable professional experience, serving as mentors who impart essential skills and knowledge to the younger generation The company continues to uphold this labor structure.
O PERATIONAL STATUS OF P UNGKOOK S AI G ON III C O , L TD
The recruitment including internal recruitment and external recruitment, is conducted relatively according to work standards that are not too demanding Recruitment is handled by the company's human resources department
In the garment industry, where machinery use generates noise and toxic conditions, prioritizing labor protection is essential for occupational safety and health Ensuring adequate lighting in the workplace is crucial for safeguarding workers' health and enhancing safety during production activities Workshops are strategically constructed at elevated levels to minimize traffic noise impact, while the dining area is thoughtfully designed on the terrace, providing a clean and airy environment for employees.
The field of operation of the company requires more female workers than men, promoting labor discipline is a focus of the company
The company provides short-term training classes for newly recruited employees to enhance their professional skills For existing staff, it regularly hosts promotion contests and facilitates opportunities for high-performing employees to further their qualifications at external institutions Additionally, the company prioritizes the promotion of long-serving, highly skilled workers to more significant positions, ensuring a supportive environment for career advancement.
T HE CURRENT SITUATION OF PERSONNEL RECRUITMENT AT PUNGKOOK
The corporation conducts annual human resource planning across its operational departments and workshops to meet established criteria aligned with its production and business objectives This strategic planning ensures that the company effectively addresses its workforce needs in relation to its goals.
44 resources, the recruitment needs of its departments and workshops are taken into account
Pungkook SaiGon III Co., Ltd identifies human resource needs when departments face labor shortages in workshops To accurately determine recruitment requirements, conducting a job analysis is essential This analysis serves as a foundation for the recruitment process, establishing clear job expectations that benefit both candidates and evaluators.
The provision of resources for departments and workshops to ensure commitment to the implementation and maintenance of the operating system of the workshops, increasing demand and increasing customer satisfaction
The company allocates essential resources, including human resources, to ensure compliance with product requirements These activities are conducted on a regular or irregular basis.
- The situation of production and business activities of the company at the time
- Requirements from the company's products need to meet the requirements of satisfying increasing customer needs
- Requirements from the results of the quality management system planning, product creation planning, management review to improve the effectiveness and efficiency of the company's quality management system
Table 3.5: Number of recruitment needed
Source: Human Resources Department- Pungkook SaiGon III Company
The human resources department will create a comprehensive list of recruitment needs to proactively address the demands of workload and ensure effective personnel management across departments and workshops.
The human resources department will create a comprehensive recruiting plan after reviewing the recruitment requirements, detailing sources, strategies, and timelines It is essential to adhere to the entire hiring process, which encompasses recruitment, selection, and onboarding of new employees Additionally, the implementation of recruitment, placement, and transfer of suitable candidates will be based on established criteria.
To ensure product quality, it is essential to calculate the required capacity of individuals in roles that directly influence this quality This involves determining the human resource needs for each job position, including the capacity and number of employees necessary, based on the recruitment requirements of each department and workshop.
- Guarantee the availability of qualified human resources required for the production
- business system, the company's growth orientation is carried out on an annual or irregular basis
The Human Resources Department is in charge of human resource needs for employment openings:
- Evaluate, summarize, and submit for approval to the Board of Directors
- Conduct out recruiting, training, or make judgments on the appointment and arrangement of competent employees for work roles as determined by the company's Board of Directors
The Company ensures that all personnel involved in tasks impacting product quality possess the necessary education, training, skills, and experience They are also made aware of the critical importance of their roles within the company's quality management system and the performance standards required.
CO., LTD
Identify recruitment needs
The corporation conducts annual human resource planning across its operational departments and workshops to meet established criteria aligned with its production and business objectives This strategic planning ensures that the company effectively addresses its human resource needs in relation to its goals.
44 resources, the recruitment needs of its departments and workshops are taken into account
At Pungkook SaiGon III Co., Ltd., identifying human resource needs arises when departments face labor shortages in workshops To accurately determine recruitment requirements, conducting a job analysis is essential This analysis serves as a foundational step for recruitment, establishing clear criteria for candidates and facilitating the evaluation process for both applicants and assessors.
Define recruitment goals
The provision of resources for departments and workshops to ensure commitment to the implementation and maintenance of the operating system of the workshops, increasing demand and increasing customer satisfaction
The company allocates essential resources, including human resources, to ensure compliance with product requirements These activities are conducted on a regular or irregular basis.
- The situation of production and business activities of the company at the time
- Requirements from the company's products need to meet the requirements of satisfying increasing customer needs
- Requirements from the results of the quality management system planning, product creation planning, management review to improve the effectiveness and efficiency of the company's quality management system
Table 3.5: Number of recruitment needed
Source: Human Resources Department- Pungkook SaiGon III Company
Build a recruitment plan
The human resources department will create a comprehensive list of recruitment needs to proactively address the demands of workload and prevent issues with personnel management across departments and workshops.
The human resources department will create a comprehensive recruitment plan after reviewing the hiring requirements, detailing recruitment sources, strategies, and timelines It is essential to adhere to the complete hiring process, which encompasses recruitment, selection, and onboarding of new employees Additionally, the implementation of recruitment, placement, and transfer of suitable candidates will be based on established criteria.
To ensure product quality, it is essential to calculate the required capacity of individuals in roles that directly influence this quality This involves assessing the human resource needs for each job position, including the capacity of officers and employees, as well as the total number of employees needed based on the recruitment requirements of each department and workshop.
- Guarantee the availability of qualified human resources required for the production
- business system, the company's growth orientation is carried out on an annual or irregular basis
The Human Resources Department is in charge of human resource needs for employment openings:
- Evaluate, summarize, and submit for approval to the Board of Directors
- Conduct out recruiting, training, or make judgments on the appointment and arrangement of competent employees for work roles as determined by the company's Board of Directors
The Company ensures that all personnel involved in tasks impacting product quality possess the necessary education, training, skills, and experience They are also made aware of the critical importance of their roles within the company's quality management system and the performance standards required.
T HE CURRENT SITUATION OF PERSONNEL RECRUITMENT PROCESS AT
Employer refuses to recruit a personnel file as following:
Employees under 18 years of age, as determined by their date of birth, may face restrictions if they are imprisoned or if a court decision prohibits them from returning to their previous employment.
- Employee who uses a false personnel file
- Employee who has a doctor's certificate of ineligible health or suffering from infectious diseases
- Former employees who illegally terminated the labour contract or dismissed due to labour disciplinary violation
- Employee pay nothing for brokers or labour agencies concerning labour recruitment
3.4.2 Describe the apparatus specialized in the recruitment of human resources
The human resources department is responsible for hiring new employees, with a key focus on recruitment This division has a specific assignment to manage the recruitment process while balancing job responsibilities across various rounds Additionally, the department conducts recruitment activities alongside other professional roles.
The Human Resources Department at Pungkook SaiGon III Co., Ltd is comprised of 12 members, including a Head of Department and a Deputy Both the head and deputy possess extensive experience in the human resources field, ensuring effective leadership and management.
The department consists of a dynamic and enthusiastic team of 12 well-trained staff members, predominantly female, with 8 women and 2 men Their passion for their work contributes to a vibrant and energetic atmosphere.
The main tasks of the Human Resources Department:
- Developing policies and quality of human resources
- Develop internal rules, regulations and labor policies in the Company
- Planning recruitment and training to supply labor for production activities, export, and develop and train projects for employees
- Control activities related to the Company's human resources such as recruitment
- Employing and training, ensuring the stability of the company's human resources
- Solve problems of Social Insurance, Health Insurance, Accident Insurance of the company
- Creating opportunities and recreational conditions for employees, taking care of workers' health
- Pay fair wages and handle violations
Effective recruitment is crucial for aligning human resources with the business activities of an enterprise, enabling it to achieve its goals and plans Pungkook Saigon Company prioritizes this mission, implementing a structured recruitment process that combines scientific methods and practical approaches to ensure candidates are selected based on their suitability for each position.
Figure 3.4: Recruitment process of the company
Source: Human Resources Department- Pungkook SaiGon III Company
When personnel needs arise, human resources officers initiate recruitment planning by identifying suitable sources and scheduling the recruitment process The organization’s personnel department conducts research to classify and evaluate each application based on specific job criteria, ultimately selecting the most qualified candidates After this selection, human resources staff compile a list of candidates and inform them about the interview details, including the date, time, and location.
Effective recruiting hinges on thorough planning, which offers benefits such as structured orientation, targeted execution methods, and the mitigation of unforeseen circumstances A comprehensive recruitment plan must outline the sources, strategies, and timing involved in the hiring process.
Recruiting internal human resources involves promoting or transferring employees to essential roles within the organization, which fosters motivation and enhances overall productivity This approach encourages staff to strive for excellence in their positions.
+ Human resources have been professionally trained, trained from the beginning, understand the principles of working at the company and have good experience and skills
+ Create conditions for resources to try out in many positions and high chances of career advancement, create competitions at work, and stimulate them to work more productively
+ Easily adapts to new environments
Employee transfers can disrupt departmental stability, leading to vacant positions that require ongoing recruitment efforts to fill.
Transitioning to a new job can be challenging for employees who are accustomed to their previous roles, often resulting in decreased productivity and limited creativity.
+ Do not attract and add many new talents from outside
Job applicants from outside the company represent a diverse and extensive group This website facilitates job applications specifically for immigrants, encompassing a variety of candidates, including experienced unemployed individuals, current employees from other organizations, graduates from training institutions, and unskilled workers seeking training opportunities.
+ Diversified, rich in quantity and quality resources
+ Good benefits and a new working environment help resources become more dynamic, creative, and maximize their abilities
The new environment can be challenging for beginners, as they may struggle to adapt and become accustomed to it, resulting in lower productivity during their initial experiences.
+ The cost is quite high and takes time to recruit if the resource is not suitable for the position after 1 month of probation
+ Recruiting many external resources will cause a lot of troubles in the business process, losing the promotion opportunities of former employees
3.4.6 Evaluate the company's recruitment sources and methods
The company's internal recruitment strategies prioritize experienced employees, which aids in evaluating their skills and qualities while promoting career advancement within the organization This approach facilitates smoother integration into the workplace and minimizes recruitment time and effort However, the company's limited size poses a challenge; hiring too many internal candidates could lead to a labor shortage.
External recruitment sources and methods are essential for refreshing a company's human resources, enabling the selection of the best candidates By tapping into abundant external talent, companies can not only enhance their recruitment efforts but also create a competitive environment that motivates existing employees to boost their productivity One effective external recruitment channel is through the official recruitment platform of PUNGKOOK CORPORATION.
Table 3.6: Recruitment results of the company by recruitment source
Source: Human Resources Department- Pungkook SaiGon III Company
Table 3.6 indicates that a notable portion of hires originated from internal sources In 2021, 4 out of 12 hires, or 33.33%, were internal, while in 2022, 7 out of 20 new hires, representing 35%, also came from within the organization This reflects a 75% increase in internal hires in 2022 compared to the previous year, with 3 additional employees recruited from internal sources.
R ECRUITMENT RESULTS
Pungkook SaiGon III Corporation experiences annual fluctuations in its recruiting needs due to changes in its business plan and staff numbers As a result, the criteria for hiring and the number of personnel recruited vary each year.
At Pungkook SaiGon III, the quality of human resources is a top priority, leading to a serious and scientific approach to recruitment This commitment is reflected in both the quality and quantity of the workforce, ensuring that the company is adequately staffed to meet its operational needs.
The company boasts 56 professional credentials and exceptional capabilities, enabling it to swiftly adapt to changes by reorganizing its workforce to meet the demands of production, business processes, and market fluctuations It prioritizes creating an environment that allows employees to excel in their roles, while also implementing policies that motivate them to work diligently and foster creativity in production.
Submit Reality interview Submit Reality interview
Source: Human Resources Department- Pungkook SaiGon III Company
Through Table 3.7, we can see that there is a very high difference between the actual interview candidates compared to the number of applications submitted to the company
In 2021, a total of 187 applications were submitted, with only 67 candidates interviewed, representing 35.8% of applicants In contrast, 2022 saw an increase in applications to 276, resulting in 146 candidates interviewed, which accounted for 52.8% of the total submissions.
The change in summary of interviewees is shown more clearly in the chart below
The results of recruitment from outside sources over a number of years are as follows:
Table 3.9: Number of new workers
Source: Human Resources Department- Pungkook SaiGon III Company
Over the past two years, recruitment data reveals a decline in the number of direct production workers, primarily attributed to the impact of the epidemic This reduction in the workforce is a significant factor influencing the dynamics of production human resources The decrease in direct productive laborers can be linked to two main reasons: a contraction in production scale or workers relocating to their hometowns, resulting in a labor shortage Consequently, to address the demand for production, companies are compelled to hire additional workers.
The organization experiences significant fluctuations in recruitment due to various factors, leading to employee turnover that adversely impacts production and job growth.
Business man Personnel Department staff Skilled workers Total
M EANING OF RECRUITMENT
Recruitment plays a crucial role in human resource management, directly influencing the quality and quantity of personnel within an organization In the current competitive landscape, effective recruiting is essential for maintaining a business's market competitiveness.
SOME SOLUTIONS TO COMPLETING RECRUITMENT
CHAPTER 1: INTRODUCTION OF PUNGKOOK SAIGON III CO., LTD 1.1 About Pungkook Corporation
Business fields: Manufacturing, processing backpacks, bags, luggage bags, leather products of all kinds
• 1966: Established Pungkook Corporation in Korea
• 1992: Built the first factory in Ho Chi Minh City, Vietnam
• 1997: Build factory in Colombo, Srilanka
• 2001: Obtained ISO 9001 certificate in Korea
• 2001: Built the second factory in Vietnam, Pungkook SaiGon II company
• 2004: Built the third factory in Vietnam, Joon SaiGon Co., Ltd
• 2005: Joon SaiGon Co., Ltd obtained ISO 14001 certificate
• December 2006: built the 4th factory in Vietnam, Pungkook SaiGon III company
• In 2010 established one member Pungkook Ben Tre factory (including My Tho branch)
• In 2014, Pungkook Ben Tre branch was established with one member, Pungkook Long
1.2 Overview of PUNGKOOK SAIGON III CO., LTD
Pungkook SaiGon III, a subsidiary of the PUNGKOOK Group, operates with 100% foreign capital and boasts over 50 years of expertise in manufacturing backpacks, bags, and suitcases for export The Pungkook Group has expanded its presence internationally, establishing companies in countries such as Vietnam, Indonesia, Myanmar, and Ethiopia, employing a workforce of over 28,000 individuals.
Pungkook Group has established seven companies across various provinces in Vietnam, including Pungkook SaiGon I, II, and III, Joon SaiGon, as well as locations in Ben Tre, My Tho, and Long An, employing nearly 10,000 individuals.
Pungkook SaiGon III Company is a member unit of Pungkook Group, has legal status, accounts for revenue and expenditure, and is solely responsible for financial
Pungkook SaiGon III exports all its products under processing contracts with renowned global brands like Adidas, Nike, Reebok, and Y-3 The company specializes in sporty designs featuring multiple compartments for storage, crafted from durable, multi-colored fabrics and high-quality leather sourced internationally With a workforce exceeding 1,600 employees, Pungkook SaiGon III prioritizes employee welfare by fostering a friendly work environment and offering numerous promotion opportunities, encouraging long-term commitment to the company.
- Company name: Pungkook SaiGon III - Pungkook SaiGon III Co., Ltd
- Other name/English: PUNGKOOK SAIGON III CO.,LTD
- Economic field: Foreign-invested economy
- Type of business: limited liability company
- Main line of business: Producing suitcases, bags and the like, manufacturing saddle cushions
- Head office: Quarter 1A, An Phu Ward, Thuan An City, Binh Duong
- Legal representative: Bae Hio Man
Figure 1.1: Logo of Pungkook Company
Source: Pungkook SaiGon III Company
The world's leading handbag factory
Improve productivity in parallel with improving the working environment and benefits for employees
1.2.2 Functions and duties of the company
Pungkook SaiGon III specializes in the sewing and processing of suitcases and bags for export, as well as the production of padded seats and related products.
• The company was established and operated to meet the needs of the market
• Bringing high economic efficiency to society
• Preserving and developing capital to generate profits for the unit Contribution to the State budget
• The company's activities are manufacturing, sewing, processing and exporting backpacks and bags
• Complying with guidelines, policies, legal regimes, paying taxes to the state budget, fully implementing contracts signed with partners, customers and suppliers
1.2.3 Roles, responsibilities and authorities in the company
Top management plays a crucial role in clearly defining responsibilities and authorities for individuals and departments, which is essential for maintaining a consistent quality management system This clarity promotes efficient operational processes and ensures that expected outcomes are achieved Furthermore, the assignment of these roles is effectively communicated and understood throughout the organization Management also receives regular reports on the implementation of the quality management system and identifies opportunities for improvement, ultimately ensuring customer satisfaction with the products offered.
1.2.4 Organizational structure and management apparatus of the company
Pungkook SaiGon III Company operates two production workshops, Factory 3A and 3B, each employing approximately 700 workers The sample room is distinct from other departments, and each workshop is overseen by 1-2 Vietnamese Workshop Managers Additionally, every department is led by a director.
18 director, each department is divided into small parts according to the nature of work The executive manager is the executive director of the workshop.
2 Human resources department (HR/SEA/GA) 1
Source: Human Resources Department- Pungkook SaiGon III Company
Each of those small divisions has a Vietnamese manager or a foreigner Directors are under the direct management of the General Director
Figure 1.2: Organizational structure of company
(Source: Human Resources Department- Pungkook SaiGon III Company)
1.3 Understand the company and its context
The company identifies internal and external issues that are relevant to its purpose, strategic direction, and those that affect the company's ability to achieve the desired results
Internal challenges within a company are fundamental to achieving quality objectives, encompassing aspects such as resources, knowledge, and operational methods These challenges are closely linked to the company's organizational structure.
The company always monitors and reviews information on external and internal issues, systematizes information to help the company assess its position in the market
The quality policy is an expression of management's commitment to ensuring:
- The suitability with the purpose and context of production activities, strategic orientation of the company
- Fulfill the commitment of leadership throughout the company
- Continuously improve the effectiveness of the quality management system to ensure conformity with customer requirements, regulatory requirements of the State of Vietnam and abroad for products
- As the basis for setting and reviewing quality objectives
- Be communicated, understood and applied within the organization, available to stakeholders as appropriate
- The quality policy is changed only if it is no longer suitable for the Company's purposes or with the requirements of ISO 9001
- Annually, the Company's top management reviews and evaluates the implementation of the quality policy and objectives to decide on a new quality target
1.5 Characteristics of the company’s production and business
Pungkook SaiGon III specializes in manufacturing suitcases, bags, and seat cushions, ensuring a continuous production process that aligns with product demand The production line operates with advanced equipment for 10-12 hours daily, adhering to strict technological standards The company's skilled workforce plays a crucial role in maintaining these high-quality production practices.
21 technical workers with quality suitable for technology level, arranged to work on a continuous shift schedule
Thanks to the dedication and responsibility of the Executive Board and employees, the company has successfully met its production targets By leveraging market information and operational insights, the company has developed an optimal bidding strategy aimed at maximizing revenue and profit Comprehensive internal management has led to impressive economic and technical performance, significantly boosting the company's profitability.
The company provides the working environment necessary to achieve conformity to defined product requirements
The company prioritizes the working conditions and morale of its employees, with the Board of Directors collaborating closely with various organizations to foster a scientific and comfortable work environment.
To enhance the infrastructure and working environment in line with the Company's development, the Board of Management will recommend targeted activities during each leadership review period.
1.7 The situation of human resources at the company
The organization recognizes the crucial role that personnel play in determining the success or failure of the business, emphasizing that effective operations depend on strategically allocating and organizing labor with the appropriate skills in the right sectors To support this, the manufacturing company regularly updates a labor monitoring sheet that details the total number of employees, their qualifications, and the overall labor structure.
Human resources are crucial for business success, and at Pungkook SaiGon III, a fully foreign-owned company, a skilled leadership team comprised of Korean employees thrives in a developed economic environment The company operates two primary segments, 3A and 3B, contributing significantly to its overall performance.
1600 employees, each workshop has 1-2 Vietnamese managers called factory managers With the organizational structure of human resources in the workshop like this, it is
The company can enhance its management by promoting the capabilities of each team member and fostering leadership within the workforce By establishing an effective organizational structure, smooth coordination between departments is achieved, which encourages individual and departmental roles and responsibilities This approach positively impacts production and significantly benefits the company's export activities.
1.8 Characteristics affecting the recruitment of human resources at the company
Pungkook SaiGon III Co., Ltd emphasizes effective human resource management by optimizing labor division and ensuring readiness for company changes The business focuses on timely compensation plans that reward workshops and high-performing individuals, fostering innovation and enhancing productivity Consequently, employees remain motivated and dedicated Despite a significant reduction in the overall workforce in recent years due to external factors, the production of goods continues to grow.