Introduction
Back ground and Intel Vietnam introduction
Intel Corporation, the world's largest semiconductor chip maker, specializes in manufacturing a wide range of products including motherboard chipsets, network interface controllers, integrated circuits, flash memory, graphic chips, and embedded processors The company is renowned for its advanced chip design and cutting-edge manufacturing capabilities Initially recognized mainly by engineers and technologists, Intel gained widespread recognition through its successful "Intel Inside" advertising campaign in the 1990s, which popularized its Pentium processor and established the brand as a household name.
In the early 2010s, Intel established itself as the leading provider of microprocessors for personal computers According to the 2010 Millward Brown Optimor rankings, Intel's brand value was recognized as the 48th most powerful in the world.
The company, headquartered in California's Silicon Valley, operates globally with facilities in various countries, including Argentina, China, Costa Rica, Malaysia, Mexico, Israel, Ireland, India, the Philippines, Poland, Russia, and Vietnam.
Intel has a Diversity Initiative, including employee diversity groups based on race and nationality as well as sexual identity and religion
Intel has made a significant investment of US$1 billion in Vietnam, establishing itself as the first and largest major foreign investor in high technology This investment is directed towards a semiconductor assembly and test facility located in Saigon Hi-Tech Park, Ho Chi Minh City.
Problem statement
Intel Products Vietnam requires a large number of skilled young technicians, engineers, and graduates with strong engineering, business, and English skills The recruitment team aims to attract qualified fresh graduates, with approximately 50,000 students graduating from over fifty universities in Ho Chi Minh City each year, 70% of whom possess potential skills However, English communication remains a significant challenge, as a survey revealed that 51.7% of university graduates not majoring in languages do not use English for research or communication Most students struggle to apply their language skills for academic or professional purposes after six years of study A recent report from the Law University in Ho Chi Minh City indicated that only 1% of students hold an advanced English-language degree, with around 80% at beginner or primary levels Additionally, graduates from The Hanoi Trade University typically score between 400 and 450 on the TOEIC test, while Intel requires a minimum score of 500.
As a result, the potential candidate number is decreased significantly to around
In Ho Chi Minh City, only 20% of graduates, approximately 10,000 potential candidates, are available for numerous organizations, leading to heightened competition for qualified talent The growing demand coupled with a limited supply has made high-potential candidates highly sought after, particularly by multinational companies like Unilever, Siemens, Samsung, and HSBC, which offer attractive management trainee programs As a result, these graduates are discerning in their choice of employers, seeking ideal opportunities to launch their careers and contribute their enthusiasm.
In the coming years, Intel intends to expend to 4,000 employees from the current
Intel's factory expansion will see its workforce grow to 500 employees, with plans to increase production capacity by over tenfold The human resources department projects that within three years, the company will require approximately 2,000 manufacturing technicians and engineers, holding either a bachelor's degree or a college diploma.
Intel prioritizes the recruitment of fresh and qualified graduates, aiming to hire up to 70% of new employees directly from universities, particularly in engineering and business fields The company offers specialized training to align new hires with its requirements, as experienced candidates are scarce and often reluctant to switch jobs or undergo retraining Despite recognizing the value of fresh graduates in building its workforce, attracting these students poses a challenge, especially given Intel's high standards for qualifications amidst the limitations of Vietnamese universities' training programs in keeping pace with the technical industry.
Research objectives
This research aims to identify the key factors influencing the job expectations and employer selection of fresh graduates and final-year students By understanding these determinants, Intel can enhance its corporate marketing strategies and refine its recruitment policies to better appeal to this demographic.
Scope of Research
This research will concentrate solely on the influences originating from the target group itself, rather than external factors such as family dynamics, economic crises, or unemployment that may affect employers and job selection.
This research focuses exclusively on students and recent graduates from universities located in Ho Chi Minh City, excluding those with different educational backgrounds or qualifications Candidates who are experienced, non-Vietnamese, or do not meet the specified criteria will not be included in the study.
Thesis structure
This study report is presented in five chapters as follow:
Chapter 1 - Introduction provides a brief introduction to the young talent pool of
Ho Chi Minh City is home to Intel Vietnam, which has significant hiring needs driven by its growth in the semiconductor industry This research addresses key problems related to human resource planning and recruitment strategies, with core objectives focused on understanding job satisfaction and motivation trends The study's scope includes an in-depth literature review on recruitment theories, selection processes, and the challenges faced in semiconductor manufacturing By examining these factors, the research aims to provide valuable insights into effective recruitment practices and enhance workforce satisfaction within Intel Vietnam.
Chapter 3 - Research Methodology introduces the research model, hypotheses, questions and issues This chapter would cover the general approach and construct measurement of the study, the source of desk research to be used, data collection method including the design of questionnaire and sampling method Chapter 4 ” Research Results and Findings presents the description of the sample and response rate of the survey, the practical assessment the relationship among the variances by Crosstab - SPSS, results of Chi-square Test toward various hypotheses, resulting a clear picture of the target group ‘s expectation and behaviors when seeking job and choose employers
Chapter 5 - Conclusion, Discussion and Recommendations summarizes and discusses the key findings of the research, then suggests recommendations for improving hiring rate, Intel corporate branding and policy to attract the target group
This chapter aims to explore key concepts related to Recruitment and Sourcing Plans, focusing on various recruitment theories that address Job Seekers' Motivation and Expectations It also examines the current landscape of high technology recruitment and the associated challenges By analyzing recruitment theories and trends in target applicants' behaviors, the researcher will pinpoint critical areas to guide the research effectively.
2.1 The importance of Recruitment and Selection in Human Resources
Human resources management is a crucial discipline within management, focusing on various resources essential for organizational success Traditionally identified by Adam Smith as land, labor, and capital, the scope of resources has evolved in today's nuclear age and globalization Thus, it is pertinent to categorize these resources into three broad classifications to reflect contemporary dynamics.
Human beings serve a dual role in resource management, acting both as a vital resource themselves and as the driving force behind the development and utilization of other resources such as materials, machines, money, information, and infrastructure In today's rapidly evolving global landscape, successful industries are increasingly becoming knowledge-based and reliant on skilled incentives This transformation is achieved by fostering a creative spirit among employees and leveraging their talents effectively.
Innovative management techniques thrive on the empowerment of employees, which is achieved when they possess the necessary skills, show genuine interest in their work, and demonstrate commitment to the organization In turn, employers must place their full trust in these empowered individuals to foster a productive and engaged workforce.
Human Resources Planning is crucial for organizations as it ensures adequate staffing for program implementation and helps identify necessary qualifications and skills for candidates It is not solely the responsibility of the HR manager; all line managers play a vital role in this process The HR staffing team acts as a consultant to assist line managers in developing departmental plans, which are then integrated into the organization's long-term human resources strategy.
According to Noe, Hollenbeck, Gerhart, and Wright (2007), human resources recruitment is an ongoing process aimed at identifying and attracting potential employees The primary goal of recruitment is to efficiently source personnel while managing constraints related to time, recruiting consultants, and budget.
Recruitment activities significantly influence the quantity and diversity of applicants In addition to internal channels, various external avenues such as employee referrals, online job postings, newspaper advertisements, hiring events, and job fairs play a crucial role Notably, as highlighted by Byars and Rues (2004), employee referrals stand out as the most effective recruitment source.
Employee selection is the process of identifying the most qualified candidates from a pool of applicants, tailored to the specific job requirements and organizational culture, as noted by Byars and Rue (2004) This process varies across organizations and involves several key steps, including screening resumes, conducting preliminary interviews, administering employment tests, performing physical examinations, holding follow-up interviews, and checking references.
Placement involves identifying the right combination of knowledge, skills, and abilities in an individual to match their aspirations with the needs of an organization This alignment signifies the employer's readiness to extend a job offer and the candidate's willingness to accept it Essentially, placement is about ensuring that the right person is in the right job at the right time.
2.2Recruitment theories for Semiconductor Manufacturing
In today's knowledge-based economy, modern organizations must prioritize the recruitment and selection of high-potential talent, as human capital is essential for success This is particularly crucial in the semiconductor industry, where stringent personnel quality requirements are necessary to keep pace with technological advancements and the ongoing evolution dictated by Moore's Law.
2.4.1 Classical Control Theory: Modeling Undergraduate Engineering Recruitment.Camelia L Owens and Norman L Fortenberry 2006 used Classical Control Theory to proposed a model of the engineering education pathway from middle school through high school and through the completion of the B.S degree in engineering The model incorporates the closed-loop infrastructure of earlier models of Grismore and Sheppard Models and extends the feedback control loops which characterize external recruitment efforts
Figure 2.1: Model of Engineering Education pathway
(Camelia L Owens and Norman L Fortenberry 2006)
The model aims to improve the number of B.S engineers produced through a direct feedback loop and explores other locations of the feedback
2.4.2 Rough Set Theory to recruit high-potential talents for Semiconductor Manufacturing
In 2007, Chen-Fu Chien developed a robust historical data mining approach utilizing Rough Set Theory to enhance personnel selection effectiveness by analyzing human resource data This method aims to extract rules linking applicants' profiles to their work behaviors, highlighting the significance of identifying effective recruitment channels and appropriate screening criteria for selecting the right talent Key input attributes during the selection process encompass demographic information such as age, educational background, work experience, job function, and the recruitment channel through which applicants applied.
2.4.3 Job satisfaction and motivation trend & challenges of recruitment: