According to a 2012 poll conducted by CareerBuilder, 41% of participating companies in the USA had experienced a cost of at least $25,000 per single bad hire, while 24% had incurred $50,000 for a single bad hire. The cost includes loss of productivity and time, cost to recruit and train new employee, and employee morale being affected

1. SURVEY REPORT
Talent Recruitment Trends – Job Fit or Cultural
Fit?
29th Nov 2013

2. We would like to express our special gratitude to…
 The Vietnam Chamber of Commerce in Ho Chi Minh City (VCCI-HCMC)
 The Youth Businessmen Associations Ho Chi Minh City (YBA HCM)
 The Quang Trung Software City Development Corp. (QTSC)
 The Vietnam Singapore Industrial Park J.V., Co., Ltd. (VSIP)
 The Vietnam Human Resource Club (VNHR Club)
 The Can Tho Business Association (CBA)
 The American Chamber of Commerce in Vietnam (AmCham Vietnam)
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3. About Le & Associates
3

4. Agenda
01
Introduction and Demographics
02
Recruitment for Job Fit in Organizations
03
Recruitment for Cultural Fit in Organizations
04
Talent Recruitment Trends
05
Conclusion & Recommendations
4

5. What is the biggest cost for a company?
5

6. Is it “People”?
6

7. It’s not People, It’s the WRONG people!
7

8. So, what makes the RIGHT hire?
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9. ABOUT THE SURVEY
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10. Who took part in the survey?
We received 326 responses to the survey from participants, representing
320 organizations throughout the country.
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11. Who took part in the survey?
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12. KEY FINDINGS
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13.  Recruitment for Job Fit
13

14. NOT many organizations are using clear Job Descriptions that give an
accurate representation of what a role entails
18%
36%
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15. What factors that attribute to the perception of Job Fit?
15

16. Methods being used to measure Job Fit
16

17.  Recruiting for Cultural Fit
17

18. Factors that attribute to the perception of Organizational Culture
18

19. Edgar Henry Schein’s model of Organizational Culture
19

20. How is Organizational Culture defined in the survey?
59%
29%
20

21. Stakeholders that can most impact Organizational Culture
21

22. Measuring Cultural Fit
79%
30%
22

23. Methods being used to measure Cultural Fit
23

24. Impact of poor Recruitment decision
24

25. Challenges in Recruitment for Cultural Fit
Strongly
Agree
3%
30%
62%
5%
3%
22%
63%
12%
12%
52%
30%
6%
8%
33%
50%
9%
10%
39%
43%
7%
21%
48%
29%
2%
4%
21%
58%
17%
Disagree
Organizations and hiring managers do not assess for
Cultural Fit because they don’t know how
Hiring managers are often in too much of a hurry to
adequately assess for Cultural Fit
Hiring managers are afraid to ask questions about
Cultural Fit because they may be perceived as
discriminatory
Hiring managers that are under pressure to fill
positions will often ignore Cultural Fit
Tight labor markets force hiring managers to ignore
Cultural Fit during the recruitment process
Hiring managers would hire someone who is not quite
right, rather than go back to the start of the recruitment
process
Most people rely on gut feel when assessing
candidates for Cultural Fit
Strongly
Disagree
Agree
25

26.  Talent Recruitment Trends
26

27. “Portrait” of Talent
Talent is someone who…
27

28. Talent formula – by Prof. Dave Ulrich
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29. Challenges occur in Talent recruitment process
29

30. So, Job Fit or Cultural Fit?
68%
30

31. Job Fit or Cultural Fit?
Despite being difficult to measure, Values should be included in the
recruitment process
60%
31

32. CONCLUSION &
RECOMMENDATIONS
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33. Conclusion
 Both Job Fit and Cultural Fit were rated as good predictors
of performance
 Recruitment and selection process is slowly gravitating
towards hiring based on core values (Cultural Fit)
rather than just technical competencies
 The vast majority of organizations prefer using methods
that require personal contact with a candidate and
still rely on “gut feel” to assess for fit rather than using
objective assessment tools
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34. Recommendations
There are various ways organizations can embed and assess fit as
part of their recruitment and selection process:
 Articulate the value proposition up front - Clearly and realistically
articulate the attributes of the organization to prospective
talents.
 Use objective assessment tools to help applicants self screen.
 Describe Values in behavioral terms and use behavioral-based
questions to assess suitability. Alternatively, identify competencies that
align with the core values and ensure that interview questions are
constructed to address these.
 Ensure all managers and individuals are adequately trained in
recruitment practices. This should include, behavioral interviewing,
motivational fit concepts, and evaluation of recruitment data.
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35. What makes the RIGHT hire?
The Traditional Selection Model
The Modern Selection Model
Source: “The Right Leader – Selecting Executives Who Fit”, Nat Stoddard and Claire Wyckoff, John Wiley &
Sons Inc., 2009
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36. Full Survey Report
www.l-a.com.vn
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37. THANK YOU!
Ngo, Dinh Duc (Mr.)
General Director