HRM Final

I. SHORT ANSWERS
1. Discuss the nature of Job analysis, including what is it and how it is used (179
words)
Job analysis is the procedure through which you determine the duties of the
positions and the characteristics of the people to hire for them.
Job analysis produces information for writing job descriptions and job (or person)
specifications. The supervisor or human resources specialist normally collects one or more
of the following types of information via the job analysis:
- Work activities. First, he or she collects information about the job’s actual work activities,
such as cleaning, selling, teaching, or painting. This list may also include how, why, and
when the worker performs each activity.
- Human behaviors. Information about human behaviors the job requires, like
sensing, communicating, lifting weights, or walking long distances.
- Machines, tools, equipment, and work aids. Information regarding tools used, materials
processed, knowledge dealt with or applied (such as finance or law), and services
rendered (such as counseling or repairing).
- Performance standards. Information about the job s performance standards
(in terms of quantity or quality levels for each job duty, for instance).
[- Job context. Information about such matters as physical working conditions, work
schedule, incentives, and, for instance, the number of people with whom the employee
would normally interact.]
- Human requirements. Information such as knowledge or skills (education, training, work
experience) and required personal attributes (aptitudes, personality, interests).
2. Describe the main internal and outside sources of candidates - 205
INTERNAL SOURCES :
a. Transfers
Employees may be transferred from one department to another wherever the post
becomes vacant.
b. Promotions
The promotion policy is followed as a motivational technique for the employees who work
hard and show good performance.
c. Demotions
Based on the performance, managers can make decisions in lowering the positions of few
employees. These employees can act as a source of recruitment to the lower positions.
d. Retirements
The retired employees may be given the extension in their service in case of the non-
availability of suitable candidates for the post.
OUTSIDE SOURCES :
 a. Advertisement and e-recruitment
Through print media and available electronic sites, we can give publicity to the
vacant posts and the details about the job in the form of a job description and job
specification are made available to the public in general.
b. Campus interviews:
It is the best possible method for companies to select students from various
educational institutions. It is easy and economical to personally visit them.
c. Competitors:
By offering better terms and conditions of service, the human resource managers
try to get the employees working in the competitor’s organization.
d. Placement agencies:
A databank of candidates is sent to organizations for their selection purpose and
agencies get a commission in return.
3. Explain the key points to remember when conducting a background
investigation ( 120 words)
There are some key points in conducting background investigations :
1) Reference checks
2) Background employment checks
3) Criminal records
4) Driving records
5) Credit Checks
Because:
1) To verify factual information provided by applicants
2) To uncover damaging information
The background check is often a final step taken by employers to help
ensure a sound hiring decision and protect the employer from a number of
potential risks. For many employers, a background check is a reliable way of
verifying claims made by job seekers during the hiring process. Commonly verified
data include legal eligibility for employment, dates of prior employment, military
service, education, identification , county criminal records, motor vehicle record,
credit, licensing verification, social security number, and reference check.
4. Summarize the purpose and the process of employee orientation 127
PURPOSE :
Orientation helps new employees:
● Feel welcome and at ease
● Understand the organization
● Know what is expected in work and behavior
● Begin socialization process
It is also helps the company to:
● Create good first impressions of the company.
● Engaging the new employees.
 ● Helping reduce employee turnover as the orientation shows that the
organization values the employee, and provides them with necessary
resources needed for them to do their jobs.
PROCESS :
Employee orientation is an event that is conducted by the HR team to make sure
that the employees know what is expected of them.
The orientation takes place in classrooms or conference halls where the HR
manager provides only general information the new employee needs to know, such as
employee benefits information, personnel policies, daily routine, company organization
and operations, safety measures and regulations, facilities tour,...
5. Explain each of the 4 steps in the training process (194 words)
Step 1: Needs analysis
Training needs are the differences between standard performance and actual
performance. Hence, it tries to bridge the gap between standard performance and actual
performance. The gap clearly underlines the needs for training of employees. Therefore ,
under this phase, the gap is identified in order to assess the training needs.
Step 2: Instructional Design
The design should include summaries of how you plan to set a training environment that
motivates your trainees both to learn and to transfer what they learn to the job. It is also at
the design stage that the manager reviews possible training program content (including
workbooks, exercises, and activities), and estimates a budget for the training program.
Step 3: Program implementation
After the selection of an appropriate method, the actual functioning takes place. Under
this step, the prepared plans and programs are implemented to get the desired output.
Under it, employees are trained to develop for better performance of organizational
activities.
Step 4: Evaluation
It consists of an evaluation of various aspects of training in order to know whether the
training program was effective. In other words, it refers to the training utility in terms of
the effect of training on employees’ performance.
6. Describe the appraisal process and illustrate the problems to avoid in
appraisal performance ( ~ 180 words)
PROCESS:
1. Reflect on what is required of the employee to do their job well (including
behaviour and results)
2. Set goals that will benefit the individual and the business
3. Share feedback on great work as well as areas for improvement
4. Identify opportunities to develop performance through ongoing education, training
and learning
5. Formally review performance after a specific period
6. Reward a job well done
PROBLEMS :
 1. Unclear standard
It would probably result in unfair appraisals, because the traits and degrees of merit
are ambiguous. For example, different supervisors might define good performance, fair
performance, and so on differently. The same is true of traits such as quality of work or
creativity.
2. Central tendency
Some supervisors stick to the middle when filling in rating scales. Central tendency
means rating all employees average. Doing so distorts the evaluations, making them less
useful for promotion, salary, or counseling purposes.
3. Halo effect
Experts define halo effect as the influence of a rater's general impression on ratings
of specific rate qualities. For example, supervisors often rate unfriendly employees lower
on all traits, rather than just on getting along well with others.
Other problems include: leniency or strictness, recency effects, bias,...
7. List the basic factors determining pay rates (149 words)
Employee compensation includes all forms of pay going to employees and arising
from their employment. It has two main components, direct financial payments (wages,
salaries, incentives, commissions, and bonuses) and indirect financial payments (financial
benefits like employer-paid insurance and vacations).
In turn, there are two basic ways to make direct financial payments to employees:
based on increments of time or based on performance. Time-based pay is still the
foundation of most employers' pay plans. Blue-collar and clerical workers receive hourly or
daily wages, for instance. Others, like managers or Web designers, tend to be salaried and
paid weekly, monthly, or yearly.
The second direct payment option is to pay for performance. For example,
piecework ties compensation to the amount of production (or number of pieces) the
worker turns out. Sales commissions are another performance-based (in this case, sales-
based) compensation. Other employers devise pay plans that combine time-based pay
plus incentives.
8. How would you motivate trainees? How would you apply 5 motivation theories
in formulating an incentive plan
1. Hierarchy of Needs
People are motivated first to satisfy each lower-order need and gradually to each of
the higher-level needs.
-> Supporting them in other aspects of their lives outside work: offer flexible
working hours for them to focus on their families and a fair wage to help them feel
financially stable.
2. Herzberg's Hygiene - Motivator Theory
→ Make sure they feel appreciated , supported and treated right by :
● Giving plenty of feedback ,
● Showing what they will gain through the company
● Offering them the best possible working conditions and fair pay.
 3. Demotivator and Edward Deci
→ Offering an extrinsic reward for an intrinsically-motivated act can conflict with the
acting individual‘s internal sense of responsibility.
→ Some behaviors are best motivated by job challenge and recognition, others by
financial rewards.
4. Victor Vroom’s Expectancy Theory
→ Employee confidence building and training, accurate appraisals and knowledge
of workers‘ desired rewards can increase employee motivation.
5. Behavior Modification/ Reinforcement Theory
→ Behavior that leads to a positive consequence tends to be repeated, while
behavior that leads to a negative consequence tends not .
→ Behavior can be changed by providing properly scheduled rewards (or
punishments).
9. Describe the main incentives for managers and executives ~ 147
Compensation for a company's top executives usually consists of four main
elements. Base pay includes the person s fixed salary as well as, often, guaranteed
bonuses such as 10% of pay at the end of the fourth fiscal quarter, regardless of whether or
not the company makes a profit. Short-term incentives are usually cash or stock bonuses
for achieving short-term goals, such as year-to-year increases in sales revenue. Long-term
incentives aim to encourage the executive to take actions that drive up the value of the
company's stock and include things like stock options; these generally give the executive
the right to purchase stock at a specific price for a specific period. Finally, executive
benefits and perks include things such as supplemental executive retirement pension
plans, supplemental life insurance, and health insurance without a deductible or
coinsurance. With so many complicated elements, employers must also be alert to the tax
and securities law implications of their executive compensation decisions.
10. List the HR challenges of international business ( 177 words)
With the globalization of the world economy, even small firms are discovering that
success depends on marketing and managing abroad.2 But expanding abroad requires
putting in place management systems to control overseas activities. These systems
include managerial controls, planning systems, and, of course, human resource
management systems for recruiting, selecting, training, appraising, and compensating
workers abroad.
Managing human resources internationally creates challenges. For one thing,
differences in cultures and economic and legal systems influence employer HR practices
from country to country. For example, how should we appraise and pay our local
employees? How should we deal with the unions in our offices abroad?
Challenges like these don't just come from the vast distances involved (though this
is important). The bigger issue is coping with the cultural, political, legal, and economic
differences among countries. In China, for instance, government-backed unions are
relatively powerful, and in Europe, firing an employee could take a year or more. The
bottom line is that it's impossible to effectively manage human resource activities abroad
without understanding how countries differ culturally, economically, and legally.

II. CASE STUDY

1. APPLE
a. Background
- Apple Inc. is an American multinational technology company headquartered in
California, that designs, develops, and sells
+ Consumer electronics (iPhone, iPad, Mac,...),
+ Computer software (iOS, macOS, watchOS, Safari browser...)
+ Online services.
- It is considered one of the Big Five companies in the U.S. information technology
industry, along with Amazon, Google, Microsoft, and Facebook.
b. Training and developing program
i. Employee orientation
- On the first day of work, new employees get a shiny new iMac. They have to set it up
themselves
→ This helps new employees to talk to their new coworkers
- Apple also has a presentation on secrecy, making it clear on day one: You will be fired
immediately if you talk about the company's secrets intentionally or unintentionally
ii. Training program
- Incentive for self-accomplishment: The important retention factor of Apple is economic
reward. Employees will get stock grants periodically if they could contribute something
big to the company. So if they can make the most out of development programs, they will
receive from the company in return.
- Independence: Instead of providing training and development programs, Apple makes
the employees do it themselves. Apple reinforces the employees to have strong self-reliant
and develop their skills on their own.
- Agility: Instead of making the employees focus on one thing and improve themselves on
the subject, the company reinforces employees to prepare themselves for the next big
thing. The company makes sure employees prepare themselves not only physically but
also mentally.
- Special training for customer service:
Follow 5 steps of services: “Selling is a science, summed up with 5 cute letters: APPLE
+ (A)pproach: Approach customers with a personalized, warm welcome
+ (P)robe: Probe politely to understand the customer’s needs
+ (P)resent: Present a solution for the customer to take home today
+ (L)isten: Listen for and resolve any issues or concerns
+ (E)nd: End with a fond farewell and an invitation to return
- Provide fearless feedback: The Apple Store wants employees who have an opinion and
are not afraid to express it.
 iii. Developing program
- Purpose: management development program is any attempt to improve managerial
performance by imparting knowledge, changing attitudes, or increasing skills
- Process:
(1) assessing the company's strategic needs (for instance, to fill future executive openings
or to boost competitiveness)
(2) appraising managers current performance
(3) developing the managers (and future managers)
- Curriculum and innovative classroom model help students develop the management
skills necessary to become qualified production line supervisors, also known as Line
Leaders
+ The typical promotion rate for a production line employee to Line Leader is more
than one year, and moving from Line Leader to a more advanced position typically takes
at least 18 months. The Line Leader program students advance from entry level positions
to Line Leaders in six months. Students in the Line Leader program learn critical
leadership skills, including English language, computer, and management skills. Higher
executives should have a thorough knowledge, the idea regarding the organization, its
activities, and its relationship with functional units.
→ Thus, the top management goals could be to cause an improvement in the thought
processes and analytical ability, broaden the outlook, understand the economic,
technical, and institutional forces, and acquire knowledge of human relations. It could be
establishing a clear picture of the functional responsibilities, awareness of the
management problems, knowledge of motivation and human relations, and developing
leadership for middle-level management. At the executive level,It could be knowledge of
business functions and operations at the executive level, improving methods and
procedures, activities performed in the organization, human relations, and ability to
analyze one's position and relate with other organization tasks

c. Recruitment (CLC1)
i. Goals
- Find the best talents for the vacancies
- Manage the recruitment sources
- Manage the vacancies in the organization
- Run the internal recruitment process
- Build the strong HR Marketing platform
- Cooperate with the local and international universities
- Provide feedback about the trends in the job market
ii. Method of recruitment: direct methods, indirect methods, third party
methods
iii. Process
- Step 1: Commence Recruitment The Director of Human Resources at Apple
Headquarters completes the following documents before there is an announcement for a
position:
• Recruitment request form • Job description
• Job classification and suggested salary range
• Interview questions • Test/Skill evaluation tools
• Criteria for evaluating candidates
- Step 2: Announcement of positions
- Step 3: Advertising is a prominent source to build a pool of candidates
- Step 4: Receiving complete Application/Resume and begin the review process
•Applicants are accepted or rejected on the basis of their qualifications and
experience in the field of engineering and management.
•The criterion for selection is determined before the actual screening takes place.
•Once the screening is complete using the criteria of performance and experience,
the Hiring Unit interviews at least three applicants.
- Step 5: Committee/Face to Face interviews
- Step 6: Reference check
iv. Apple’s selection attributes
- Vision minded: Everyone joining the company must have a clear picture of its
management vision – and fully agree to fight for it, to defend it and to live with it every
day. Applicants who do not seem to get it are systematically rejected. When you hire
people who don’t seem to agree with, or care about your company vision, you are
potentially employing future enemies.
- Innovation minded: Steve Jobs always emphasized the vital importance of hiring
people who are innovative – willing to create something from nothing. Applicants are first
chosen for their ability and willingness to constantly create, rather than for their technical
competence.
- Future minded: Employees at Apple are driven by their leader’s vision of the future and
they contribute everyday to creating the future, more than just beating the competition.
Each of them owns the future of the market because they know they can contribute to
creating it. The eagerness to create, not follow the future is a vital attribute observed in top
players, no matter the industry.
- Passion minded: Steve Jobs’ first principle is: “Do what you love.” People are hired
because they love the product, the company and its vision. Applicants who do not
demonstrate a genuine passion and “love” for the company’s purposes and business
philosophy will never make it.
- Contribution minded: A statement given by an Apple recruiter is clear enough: “We
didn’t want someone who desired to retire with a gold watch. We wanted entrepreneurs,
demonstrated winners, high-energy contributors who defined their previous role in terms
of what they contributed and not what their titles were.”
- Engagement minded: Over two thirds of Americans are not engaged in their workplace.
Apple management is strict on employees’ level of commitment. Committed individuals
who are inspired by a grand purpose make the whole difference in the most competitive
conditions.
- Excellence minded: Steve Jobs was known for his passion of perfection. The company
always tries things out until they are perfectly done. The same attitude is expected of every
collaborator. Applicants who do not share that passion for excellence do not have a
chance.
d. Compensation and benefits (CLC2)
i. A competitive method of care: Encourage competitiveness and
dedication
- Offer higher pay than average.
- Benefits package: healthcare, contributions and chance to buy Apple’s stock and
products.
- Packages depend on position, location and time at work, flexibility built for employees
and their families.
ii. Tying economic rewards to company success
- Economic rewards at Apple are significant, but largely tied to the company’s valuation.
- Purpose is to reduce selfish behaviors .
- The primary monetary motivator at Apple: “the opportunity for wealth creation” as a -
result of stock ownership.
- Individual accomplishments are important.
- RSUs (Restricted Stock Units) is one popular economic rewards at Apple.
iii. Equity awards: RSUs
- Attract and retain an outstanding executive team.
- Ensure a strong connection between executive compensation programs and long-term
interests of shareholders.
- Defer issuing shares until the vesting schedule is complete, which helps delay the
dilution of its shares.
iv. Fairness in compensation
- Evidences of unfairness:
+ Apple is paying its CEO the maximum that it can afford, while paying its retail employees
the minimum possible for Apple, resulting in the leave of many employees.
+ Whether this will prove to be wise in the long term remains to be seen.
→ Apple believes their executive compensation program has driven the executives to take
the company this far.
v. Lessons
- Teamwork is a unique approach from Apple. The work of each team would be reviewed
and one best would be chosen.
- Apple reinforces the employees to have strong self-reliance and develop their skills on
their own.
- The important retention factor of Apple is economic reward. Employees will get stock
grants periodically if they could contribute something big to the company.
- Apple’s executive compensation strategy has been the critical tool towards its
achievement. It so far has enticed exceptionally talented and creative employees.

- Unless the company and employees are in a broad agreement, it will result in the ill
frustration of the employees causing a conflict in the relationship between the employer
and employees.
2. VINAMILK
a. Background
- Vinamilk is the largest dairy company in Vietnam. Based on the UNDP 2007 Top 200
largest firms in Vietnam report, it is also the 15th largest company in Vietnam. In 2010, it
was the first company in Vietnam to be included in the Forbes Asia's 200 Best Under A
Billion list that highlights 200 top-performing small- and mid-sized companies with
annual revenue under US$1 billion.
- The company was established in 1976 as the state-owned Southern Coffee-Dairy
Company, to nationalize and take over the operations of three previously private dairy
factories in South Vietnam: Thống Nhất (belonging to a Chinese company), Trường Thọ
(formerly owned by Friesland Foods, best known for its production of condensed milk that
was widely distributed across the South) and Dielac (Nestlé). It was renamed United
Enterprises of Milk Coffee Cookies and Candies in 1978. It became the Vietnam Dairy
Company, formally established in 1993. In 2003, following its IPO to the Ho Chi Minh Stock
Exchange, the company legally changed its name to Vietnam Dairy Products Joint Stock
Company (Vinamilk).
- The principal activities of the Vinamilk are to produce and distribute condensed milk,
powdered milk, fresh milk, soya milk, yogurts, ice-cream, cheese, fruit juice, coffee and
other products derived from milk.
- Major brands: Vinamilk, Dielac, VFresh (juice & soya milk)
- Main competitors: Dutch LadyVietnam (a division of Friesland Foods), Nestlé Vietnam,
Abbott, Mead Johnson, Friso and Nutifood.
b. Recruitment
i. Grounds for construction
- Based on the plan of labor demand and the situation of production and business
activities of enterprises. On that basis, determine the human resource needs of
enterprises: how many people, qualifications, skills, quality, etc.
- Analyze the labor supply in the labor market to determine the sources of recruitment
and potential recruitment in order to recruit the most qualified and qualified laborers.
- Comparing forecasts of current and future human resource needs with the supply of
recruiting labor forces in the market to make the most reasonable recruitment plans.
- The selection of human resources from outside the organization depends on the
complexity of the job, the nature of the type of workforce to be recruited.
- When designing the steps in the recruiting process, we need to design to obtain the
most specific and reliable information from which to base the recruitment.
ii. Object
All applicants who have butt in their place wanting to apply for positions in which the
company hires both internal and external sources.
Recruitment is considered based on views regardless of race, religion, sex, and age
iii. Scope of application
Encourage applicants to come from inside and outside sources of the business
iv. The goal of the selection process:
It is to select the qualified person to work, the quality of work through an impartial
selection process.
v. Performance content
Labor recruitment process of Vinamilk:
This process is to guide and allocate responsibilities in labor recruitment, ensure the
supply of resources in accordance with the company's planning and policies.
Current recruitment policy:
Vinamilk's goal is to be a multidisciplinary group, a global brand with a professional
workforce. Therefore, the recruitment policy is geared towards diversifying the sources of
candidates for leadership, management and staff.
• Step 1: Make a recruitment request
- The unit needs to recruit the report to the Human Resources Department to submit to
the General Director for approval
- Once the Human Resources Department has been approved, it will start recruiting
• Step 2: Recruiting
- Planning recruitment
- Establish a recruitment committee
- Searching for candidates from internal and external candidates
- Select profile
- Selection
- Verification of candidate information
- Final evaluation and selection
• Step 3: Integration, trial and probation
- Integration: In order for the new staff to understand the working environment and
culture of the company, the Human Resources Department will implement the
integration work including the introduction of new staff and related departments through
Forms of exchange meet, email introduction ..., disseminate to the staff policies, content
and regulations of the company.
- Trial and Appraisal: Depending on the position of the recruiter, the qualifications and
the experience of the new employee, the recruiting unit will coordinate with the Human
Resources Department to apply appropriate assessment methods. in a probationary
period. Qualified employees will be officially recruited by signing a contract of
employment.
vi. Recruitment programs of Vinamilk:
- Business Internship Program: It is one of Vinamilk's recruiting programs aimed at
dynamic, energetic, ready-to-work and enthusiastic students. The program is a great
opportunity for young potential candidates to join and grow with the professional and
strong team of Vinamilk. Students will be trained in the necessary skills alongside practical
work experience.
- Recruitment program at universities: Every year, Vinamilk companies hold recruitment
programs at major universities nationwide. This is not only a great opportunity for
students to participate in the application but also an opportunity for you to learn,
exchange experience.
- For managers: Priority will be given to children of staff who have graduated and are
directly recruited into the company.
- Some limitations: Vinamilk has established a reasonable recruitment process. However,
there are still some limitations such as:
+ Process steps are often not fully implemented, especially in the recruitment
planning process. It is forecasted that the demand for human resources and the analysis
of the current situation of human resources, which are required to be continuous and of a
permanent nature, shall be carried out only when there is a change in the human
resources. relocation or expansion of production.
+ Reduce and eliminate important stages of recruiting new employees, paying
attention to the costs of recruiting and employing employees, but forget that each step of
the process is of equal importance.
+ The process is reduced to the maximum "select and use", lost the training period
to guide employees, new workers while the training level of Vietnam is not close to the
reality of each enterprise
+ Human resources tend to be taken from the bottom to the top, rarely transverse
or cross, leading to
c. Training
- Vinamilk always maintains, promotes and improves staff development environment
because it is one of the key factors to build a strong workforce.
- Vinamilk’s training activities continued being focused on improvement of training
quality and effectiveness. The training activities aimed to meet both short-term and long-
term demands. Also during the year, Vinamilk continued implementing training programs
to enhance capability of the management team: “Master of Business Administration”,
“Executive Director”, “Enhancing Capacity Management for middle-class management
team”... Indicators of training activities (data from Vinamilk, excluding subsidiaries):
- The above indicators show that the implementation of practical training in 2019 was
better than the plan. The number of participants and number of hours of training in 2019
increases, by the reasons of:
+ Enhancing training activities for staff at new factories (Vietnam Powdered Milk
Factory and Vietnam Milk Factory) to meet the needs of operating new machinery.
+ Enhancing training activities for supervision staff of distributors to improve
supervisory skills and sales management.
EMPLOYEE EVALUATION
Comprehensive employee evaluation system in terms of capability assessment and
performance efficiency of employees (Performance Appraisal - PA, Management by
Objective - MBO) continues being applied and more improved to enhance performance
efficiency in practice. The evaluation makes links between the Company’s target and the
target of each department and reaching to the staff level; between the performance
efficiency of the Company and the achievement of each department or individual.
Employee evaluation connects and provides useful information for other areas:
- Helping employees have self-assessment on their results and improvement on their
work;
- Creating interactive mechanisms between staff and manager;
- Providing useful information for developing training programs;
- As a basis for salary increase for employees who have well done during the year;
- As a basis for promotion for employees.
Particularly, Vinamilk stopped Management by Objective – MBO program to aim at
the orientation that the objectives in the MBO should be set up sufficiently and
appropriately and reach to necessary challenging level with reference to the world’s
standards and practices in order to ensure completion of the overall objectives of the
Company. The 2015 MBO has been set on this orientation and will be implemented to
comprehensively promote effectiveness of the program.

HUMAN RESOURCE DEVELOPMENT – EMPLOYEE PROMOTION

The Succession Planning Program continued being implemented in 2014 and so on.
The program continued receiving the attention from the management team and the
investment in time and finance. In 2014, Vinamilk also deployed Management Trainee
Program for the first time, which was the first step to build a young, dynamic, and capable
management team. This is one of the important steps in the Talent Administration
Program that Vinamilk will implement in the future.
d. Lessons
Lesson 1: Putting trust in young people and developing the process of talent
acquisition.
To achieve impressive business results in recent years, the human factor is always
the key point in the development strategy of Vinamilk. The development and nurturing of
talents is the "trump card" for Vinamilk to ensure quality human resources and develop
the next generation in the new development phase towards the goal of the world’s top 30
largest dairy companies. In addition to training programs for employees on both domestic
and foreign experts and skills, Vinamilk also has strategies to improve the management
team. Investing in this program, Vinamilk has been building a force of young professionals
who have full capacity, bravery, and leadership vision in many important fields.
Lesson 2: Bringing new blood into an organization to create innovation
dynamics.
 Resource rejuvenation is a way how big firms promote their apparatuses,
continuously be creative and make changes to develop and keep pace with social trends.
By “Opening the door” for students to learn about the company is to help businesses
approach and inspire the younger generation. These programs also help convey to young
people about corporate culture - an important factor to attract talented people of the
generation Z. Therefore, For many years, Vinamilk has been voted as one of the 50 most
attractive employer brands for Vietnamese students.
Lesson 3: Focusing on training and developing internal personnel in order to
improve administration and implementation of the policy and planning.
To achieve the objectives, the company needs to step up the training and
development of human resources. However, massive training is considered. To improve
the quality of staff training at universities, the company should take the following
measures:
- Monitoring closely and evaluating learning outcomes of the employees.
- Arranging study time properly to facilitate learning, while ensuring working
performance.
- Having a master plan of training and developing for the cadres.
- Encouraging training by providing employees with time and wages, and at the same
time offering rewards to self-training employees.
- Foreign languages, office skills, behavior, and communication for work need to be
provided.
3. NETFLIX
a. Background
- Netflix, Inc. is an American over-the-top content platform and production company
headquartered in Los Gatos, California.
- The company's primary business is a subscription-based streaming service offering
online streaming from a library of films and television series, including those produced in-
house. In January 2021, Netflix reached 203.7 million subscribers, including 73 million in the
United States. Netflix is a member of the Motion Picture Association, producing and
distributing content from countries all over the globe.
b. Recruitment
“Netflix, the streaming giant that revolutionized the entertainment business, has a
reputation for its high-pressure workplace. Employees are told to see themselves as part
of a “pro sports team” -- not a family.”
i. Requirements: 4 criterias
1. Hiring for teams: They hire for the company first, then match new hires to specific
teams using various criteria, such as their background and skill set
2. Years of experience:
+ It should be noted that they generally don’t hire new grads or interns.
+ They tend to hire those who have 3+ years of experience.
3. Culture fit:
+ 40-50% of the Netflix interview is based on culture fit questions
 + If you really want a job at Netflix, then you must read this document carefully. As an
exercise, it’s suggested that you think carefully about each value and how it relates
to your personal and professional experience.
+ Superior technical proficiency is less likely to net you the job than the right
personality.
4. Hiring decisions: Unanimity is required to make a hiring decision: if one of your
interviewers dislikes you, your chances of being hired fall dramatically. The hiring process
at Netflix is managed entirely by the hiring manager.
ii. Interview process
Round 1: Pre-screen with a recruiter (30 minutes):
- The recruiter will send you a link to the Netflix core values page, a remastered version of
the 2009 culture deck by CEO Reed Hastings
- The recruiter will ask questions about Netflix’s culture, your past projects, and basic
technical knowledge to test your domain expertise. Be prepared for blunt behavioral
questions, such as: What don’t you like about Netflix’s culture?
Round 2: Phone screen with a hiring manager (45-60 minutes)
- The second phone screen involves open-ended technical questions and questions
specific to the technologies and/or programming languages.
- Alternatively, you’ll receive a take-home project, which takes 6-8 hours to complete. You’ll
also be required to provide a complete system design document.
Round 3: Onsite interviews (7 rounds)
- Netflix’s typical onsite interview consists of two parts.
- The first part comprises four technical interviews (some 1:1, others 2:1), followed by a
human resources interview.
+ Technical candidates can expect to ⇒ do whiteboard challenges and Leetcode
problems, and answer questions about data structures and algorithms.
+ Other types of candidates: will be asked about a situation, for ex, marketing
manager candidate was asked: How many cans of paint would you need to paint one
wing of a 747?
- The second half of the onsite interview is less technical. You’ll speak with two directors.
Be prepared to discuss culture fit at every stage of the interview process.
Round 4: Job Offer
- After your onsite, you’ll receive a decision within 1-2 weeks. If you don’t receive an offer,
you must wait 6-12 months to reapply.
- Netflix offers top-of-market compensation, based on a “good faith estimate of the
highest compensation each employee could make at peer firms.”
iii. Summary
It doesn’t hurt to study up on problems about algorithms or data structures, but for
the most part they won’t help you in a Netflix interview. What Netflix really wants to see is
your understanding of the role (challenges, technologies, how you fit), your technical
acumen (coding, design, and overall knowledge of a language), and last but not least, your
cultural fit
 c. Compensation
Netflix’s founder - Reed Hastings introduced compensation programs of paying workers
cash salaries. In addition, he introduced varied compensation programs with different
components.
i. Work-life balance
When it comes to their personal lives, Netflix does not dictate what its workers do at home
and allows them to enjoy their personal lives to their fullest.
1. Parental Leave
- Netflix introduces a parental leave policy for new parents allowing them to take off
as much time as they want after having a child. Their parental leave policy is: "take care of
your baby and yourself."
- The workers on maternity and paternity leave will be paid as normal. In addition,
employees will be allowed to work part or full-time during the year as they wish or take it
off completely.
2. Time away
- Netflix encourages its employees to take personal time off from their jobs to enjoy their
lives.
- The company does not have a 9-to-5 work policy and neither any rigid rules related to
time-offs for employees. There is no set holiday or vacation schedule either.
- People are allowed to do what is important for them. Netflix believes in working smarter
and not harder. People can take a break whenever their mind and body feel like it is time
to take a break.
3. Family Forming
- Support families at Netflix are offered family forming benefits during fertility, surrogacy,
or adoption journey. This benefit is available to employees and their spouse/domestic
partner, regardless of marital status, gender, or sexual orientation.
ii. Finance
1. Stock Option Program
- Netflix allows its employees to freely select how much of their compensation they want
in the form of salaries and how much in the form of stock options. So employees can
choose all cash, all options, or whatever combination suits them.
2. Personal Top of Market
- Netflix takes a market-based approach to compensation. The talent market is not
defined by set bands and grades.
- The changes in the market are reflected in the compensation of Netflix. If the market for
specific talent changes, people do not have to wait until the annual performance appraisal
event to get a raise.
- In this way, Netflix also hopes to eliminate the pay disparities related to gender and race.
Compensation at Netflix is purely based on talent and skill as well as market situations.
3. Employees Giving program
- At Netflix, employees have the ability to impact the world through the work they do.
- Netflix realizes that employees may want to make an impact in a more personal way by
giving to charitable organizations they care about.
- Netflix does its part to support employees and the organizations important to them
through match contributions up to $20,000.
iii. Working with convenience
Living culture of freedom and responsibility, Netflix treats their employees like an
adult and trusts them. Everyone has the ability to make an impact, a seat at the table, and
is expected to contribute, create, and share.
1. Expenses and Work-Related Travel
- Netflix’s policy for travel, entertainment, gifts, and other expenses is 5 words long
- “No limits” expense policy
+ Employees are instructed to “expense only what you would otherwise not spend, =
and is worthwhile for work”.
+ No set travel policy at Netflix. Using guiding principles of context, not control -
employees use judgment to make decisions that are effective to the business and set
them up for success.
2. Work and do not drive
Netflix has partnered with a ridesharing service to ensure that its employees do not have
to drive to work and have the flexibility to focus on work while they commute.
3. Relocation benefits
- Netflix is not bound by policies and restrictions of where great talent is located.
- Netflix has a dedicated team to support the employees when they are relocating from
one country, city or neighborhood to another. In addition, the company also offers
financial support to help with relocation.
iv. Summary
In the proxy its executive compensation philosophy is designed to attract and retain
outstanding performers, is guided by market rates and tailored to account for the specific
needs and responsibilities of the particular position as well as the performance and unique
qualifications of the individual employee.
d. Lessons
i. Recruitment
1. Hire Talented People Who Model Adult Thinking and Behavior
- Netflix go out of their way to hire talent who have the maturity and drive to:
+ Put the company’s interest first.
+ Collaborate positively with the other team members.
- Most companies spend time and money instituting HR policies to deal with problems
that only affect a small percentage of employees.
- More efficient to prevent the problems from arising in the first place.
- They look for talent that demonstrates adult-like attitudes and behaviors. These
behaviors might include:
+ A willingness to openly talk about problems with colleagues and managers;
+ Time management skills.
- Their paid time off is not tied to a rigid formula.
- While Netflix does provide guidelines of what they consider responsible behavior, they
leave it up to the employees to self-enforce those expectations.
- The vast majority complied with the expectations.
- This adult belief system allows the business to provide flexible benefits and incentives,
with the same guiding principle “do the right thing for Netflix”.
- Two of their “non policies” following this ethos are:
+ Unlimited vacation: As long as employees take vacation time that does not interfere
with work or projects, they can take it whenever they want.
+ A five word expense policy: “Act in Netflix’s best interests”. In an adult culture,
employees spend company money more frugally, as if it were their own.
2. New vision for recruiters
● Hiring managers and recruiters call the shots
- When most companies scale, they end up turning over the recruiting process to an MSP.
→ Hiring managers are relegated to simply passing on requisitions for recruiters to fill.
→ Recruiters become commodified, no longer holding any power over the hiring decision.
- At Netflix, hiring managers and recruiters are in complete control of the hiring process -
no third parties, no hiring committees, no middlemen.
- Open communication has been ingrained in Netflix’s company culture from the start.
→ It’s part of their recruiting model.
- Hiring managers and recruiters have a healthy feedback loop at Netflix.
→ Hiring managers offer regular performance critiques.
→ Recruiters help hiring managers learn to communicate with their candidates.
● Honesty is sacred
- Open communication has been ingrained in Netflix’s company culture from the start.
→ It’s part of their recruiting model.
- Hiring managers and recruiters have a healthy feedback loop at Netflix.
→ Hiring managers offer regular performance critiques.
→ Recruiters help hiring managers learn to communicate with their candidates.
● Accessibility and transparency produce better hires and more scalability
There are no gatekeepers in the hiring process at Netflix.
- The recruiting team has access to the information and resources they need to find top-
quality talent.
- Hiring managers are always waiting in the wings to help.
Hiring managers and recruiters genuinely care about each other and their candidates.
ii. Compensation lessons
1. Premium pay
- Netflix salaries are targeted at the 90th percentile.
- Annual adjustment decisions focus on keeping employees at a highly competitive level
of pay.
2. Transparent compensation practices
- They are clear about how they determine compensation.
 + Netflix is more clear in how they calculate appropriate offers.
+ Their policy is to evaluate three things:
❏ What the employee could earn in a similar position elsewhere;
❏ What they would cost to replace;
❏ What Netflix would be willing to pay to keep them, should they consider
leaving for another job.
- They pay a “top-of-market” rate.
+ By evaluating those three factors, Netflix pays “top-of-market” rate for all positions.
+ This policy helps Netflix:
❏ offer some of the most competitive salaries in its industry;
attract top talent;
❏ keep current employees happy.
3. Careful avoidance of “incentives to stay”
- Netflix foregoes any reward programs or elements which might interfere with the need
to move an employee out quickly.
- These include:
+ Vesting schedules for its stock options;
+ Any other retention or “golden parachute” type of plan.