UEH UNIVERSITY

UEH COLLEGE OF BUSINESS

SCHOOL OF MANAGEMENT

HUMAN RESOURCE MANAGEMENT

FINAL ESSAY

TOPIC: AN IN-DEPTH HUMAN RESOURCE ANALYSIS

FOR DIGITAL MARKETING EXECUTIVE AT IVY MODA.

Ho Chi Minh City, April 4, 2023

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 UEH UNIVERSITY

UEH COLLEGE OF BUSINESS

SCHOOL OF MANAGEMENT

HUMAN RESOURCE MANAGEMENT

FINAL ESSAY
SUBJECT CODE: 23D1MAN50204801

LECTURER: Trương Nữ Tô Giang, Ph.D.

MEMBERS:

Name ID

Nguyễn Thiên Kim Thịnh 31211027016

Lâm Quế Hoa 31211024518

Ngô Nữ Nhật Linh 31211022994

Nguyễn Trần Quỳnh Như 31211024044

Thái Thanh Thảo Trang 31211025636

Trần Hoàng Trang 31211023471

Ho Chi Minh City, April 4, 2023

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 TABLE OF CONTENTS

MAIN CONTENT ........................................................................................... 1

CHAPTER 01: INTRODUCTION ................................................................ 4
1. OVERVIEW OF IVY MODA ................................................................ 4
2. DIGITAL MARKETING EXECUTIVE IVY MODA......................... 5
2.1. Job description of Digital Marketing Executive at IVY MODA ......... 6
2.2. Job specification of Digital Marketing Executive at IVY MODA....... 7
CHAPTER 02: BODY .................................................................................. 10
1. HR PLANNING PROCESS ................................................................... 10
1.1. Human resource planning process ...................................................... 10
1.2. Preparing human resource planning ................................................... 11
1.3. Forecasting .......................................................................................... 11
1.3.1. Forecasts of labor demand............................................................ 11
1.3.2. Forecasts of labor supply.............................................................. 12
Internal factors .......................................................................................... 13
1.3.3. Forecasts of labor surplus or labor shortage ................................ 13
1.4. Goal setting and strategic planning for Ivy Moda .............................. 13
1.5. Implementation and evaluation .......................................................... 15
2. FACTORS INFLUENCING RECRUITMENT ACTIVITIES.......... 16
2.1. Personnel policies ............................................................................... 16
2.2. Recruitment sources ........................................................................... 18
2.2.1. Internal sources............................................................................. 18
2.2.2. External source ............................................................................. 18
2.3. Recruiter Traits and Behaviors ........................................................... 20
3. HIRING PROCESS - SELECTION PROGRAM ............................... 21
3.1. Selection ............................................................................................. 21
3.2. Selection program ............................................................................... 21
3.2.1. Screening Applications and Resumes .......................................... 21
3.2.2. Testing and Viewing Work Samples............................................ 22
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 3.2.3. Interviewing Candidates ............................................................... 23
3.2.4. Checking References and Background ........................................ 25
3.2.5. Making a Selection ....................................................................... 25
4. TRAINING PROGRAM ........................................................................ 25
4.1. Assess the needs for training................................................................. 27
4.2. Ensure readiness for training: .............................................................. 31
4.3 Planning.................................................................................................. 32
4.4 Implementing the training program ....................................................... 33
4.5 Evaluating the training program ............................................................ 34
5. PERFORMANCE APPRAISAL ........................................................... 34
5.1. Performance appraisal ........................................................................ 34
5.2. Performance measurement ................................................................. 36
5.2.1. Attribute: graphic rating scales .................................................... 38
5.2.2. Rating behaviours: Behavioural observation scales (BOS) ......... 39
5.2.3. Measuring results: Management by objectives (MBO) ............... 39
6. COMPENSATION TYPES ................................................................... 41
6.1. Definition ............................................................................................ 41
6.2. Types of compensation for digital marketing executive at Ivy Moda 42
CHAPTER 03: CONCLUSION ................................................................... 43
REFERENCES .............................................................................................. 46
MEMBER EVALUATION .......................................................................... 50

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 MAIN CONTENT

Chapter 01: Introduction

This section gives a brief introduction to IVY MODA and introduces the role
of Digital Marketing Executive, which includes a job description and work
specification. The duties of an IVY MODA Digital Marketing Executive
include utilizing technology, analytics, and digital media to accomplish
marketing objectives. Candidates must meet the requirements of the job
description in terms of knowledge, talents, skills, and other qualities connected
to digital marketing.

Chapter 02: Body

This chapter focuses on analyzing issues related to the selection of the Digital
Marketing Executive position of IVY MODA

HR Planning Process

This section focuses on predicting whether IVY MODA will have surplus or
shortage of human resources for the position of Digital Marketing Executive.
After analyzing a number of external and internal factors affecting labor supply
and demand of IVY MODA's Digital Marketing Executive, our team came to
the conclusion that the company may be short of labor. Strategic plans and
recruitment options from other sources such as direct applicants, referrals and
e-recruitment are mentioned to ameliorate the shortage of Digital Marketing
Executive positions.

Factors Influencing Recruitment Activities

For the role of Digital Marketing Executive at IVY MODA, this section focuses
on identifying and assessing factors influencing recruitment activities. We
consider the various avenues for recruiting potential employees and consider
strategies for effectively luring candidates that fit the profile of IVY MODA's
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ideal employee.

Hiring Process - Selection program

Designing an effective hiring process for the position of Digital Marketing

Executive is the focal point of this division. We use the Multiple Hurdle method
(What Is the Multiple Hurdle Method?, n.d.) as the primary selection structure
for hiring the best employees. We also focus on giving the criteria to select the
most suitable applicants in the candidate pools that match the characteristics of
a Digital Marketing Executive and bring benefits for the.

Training program

This section provides insight into how we establish a training program for the
job of Digital Marketing at IVY . We have conducted a training process based
on 5 consecutive steps with feedback provided in each step: assessing needs for
training, ensuring readiness for training, planning training program,
implementing training program, evaluating results of training. Our training
process is primarily focused on 2 main methods: Hands-on and Group building
training.

Performance Appraisal

This part puts great emphasis on designing a performance appraisal system that
is perceived to be highly suitable for the job of Digital Marketing Executive at
IVY MODA. We propose measuring performance of a Digital Marketing
Executive at IVY MODA on the basis of results, attributes/traits, quality and
behaviors, and lastly an all-inclusive comparative approach. The proposed
performance measures and methods comprise: Forced-distribution method,
Graphic rating scales to rate attributes/traits; Behavioral observation scales
(BOS) to evaluate behaviors; Management by Objectives (MBO) to measure
results. The recommended sources of information for performance appraisals
are managers and peers. Finally, the procedures for preparing, conducting, and

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concluding the formal performance appraisal interview are suggested.

Compensation Types

This section focuses on choosing the categories of compensation that are

suitable for the position of Digital Marketing Executive at IVY MODA. The
performance driver and working perks of digital marketing at IVY MODA are
highly influenced by a variety of advantageous compensation kinds, including
base pay, bonus pay, and other benefits.

Chapter 03: Conclusion

This chapter focuses on combining the information from the various sections
so that it can be used to make decisions on recruitment strategies, efficient
measurement techniques, and remedies for any unresolved issues.

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 CHAPTER 01: INTRODUCTION

1. OVERVIEW OF IVY MODA

The Vietnamese fashion industry is seeing a lot of brands rise up and become
a big name. One of them, Ivy Moda, is the brand with the strongest growth. Ivy
Moda was founded in 2005 by businessman Vu Anh. With the starting point of
the office fashion line for women, the Ivy Moda brand has diversified product
lines including men's, women's and children's fashion. Currently, Ivy has 81
stores and manufacturing plants in Hung Yen. One of the "principles" of IVY
moda's design is diversity, giving the wearer the products that best suit their
appearance and most importantly, their own personality. Up to now, Ivy moda
has owned many separate stores and authorized dealers in over 40 major cities
and provinces across the country. In addition, Ivy moda has 18 official
showrooms under the system and 10 authorized dealers nationwide with the
purpose of serving and bringing the best products to millions of customers
every year, providing customers with great choices.

Ivy Moda's marketing strategy is ingenious, targeting people with good

financial potential, so the products made must also be of high quality, high
quality and suitable for them. From the beginning, this brand is a pure
Vietnamese fashion brand with all designers being Vietnamese. Moreover, the
target market is domestic and Vietnamese women.

With the starting point of office-style product lines, over the past 10 years, IVY
has continuously diversified with 4 main product lines to bring customers great
choices: IVY moda – Trendy fashion, IVY You – Street fashion, Senora –
Evening fashion, IVY Accessorize – Accessory product. In recent years, the
brand also organizes seasonal fashion shows combined with fashion shows on
television, these Ivy collections are made with the best materials and are
comfortable to customers. Not stopping there, Ivy Moda also sponsors a series

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of fashion shows or reality shows such as: "Fashion and style, Hidden Voices,
Miss Vietnam ...".

It can be seen that the company has been very successful with its marketing and
communication strategies and Ivy moda is considered to be the Vietnamese
fashion brand with the fastest progress in recent times in the Vietnamese
market.

2. DIGITAL MARKETING EXECUTIVE IVY MODA

Digital Marketing can be simply understood as using digital media, analytics,

and technology to achieve marketing goals. Digital Marketing Executive is
concerned with the management of various forms of online company presence,
such as company websites, mobile apps, and social media company pages, as
well as online communications techniques such as search engine marketing,
social media marketing, online advertising, email marketing, ... (Chaffey &
Ellis-Chadwick, 2019).As a Digital Marketing Executive, they will be in charge
of increasing brand exposure and recognition, as well as generating traffic with
the objective of attracting new consumers. They will frequently be in charge of
keeping up with new technologies in order to maximize their digital marketing
efforts. Marketing initiatives will also need to be evaluated.

Therefore, Digital Marketing Executive position at IVY Moda involves

promoting and selling fashion items and services through various digital
channels and technology. In details, they directly make marketing strategies to
sell IVY Moda's products, promote the brand's big programs such as
promotions, fashion week, new collections,...The digital marketing executive
also use digital media to raise IVY Moda’s brain awareness, bring brand image
more popular to customers and enable company to boost the revenue. IVY
Moda needs an in-depth human resource analysis, including a clear and specific
recruitment plan, to be able to hire qualified candidates for the position of
Digital Marketing Executive in terms of both quality and quantity. This analysis
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will first be shown through the job analysis, which includes the job description
and job specification for Digital Marketing Executives.

2.1. Job description of Digital Marketing Executive at IVY MODA

Job title: Digital Marketing Executive

Overview of Digital Marketing Executive at IVY Moda

Digital Marketing Executives are generally responsible for planning,

developing, implementing and managing the overall digital marketing strategy.
In addition, they are responsible for managing, guiding and training digital
marketers and other marketing positions in the team.

Tasks, duties or responsibilities

Digital Marketing Executive are assigned to do duties and tasks as follow

a. Develop marketing strategies on digital media channels:

+ Manage, operate and monitor interactions on the homepage of

Website, Facebook, Linkedin, Zalo…

+ Creating marketing strategies for products, services,

communication campaigns and promotions on digital platforms.

+ Implement advertising activities on paid channels: Google Ads,

Facebook Ads,...

+ Plan and control brand image; effective monitoring of SEO on

corporate Website systems.

+ Manage advertising budgets within the allowed limitations.

+ Support to deploy market research activities, implement business

plans and strategies

b. Implement marketing strategies evaluation activities

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 + Research and frequently update new knowledge and trends in
digital marketing.

+ Make reports periodically and reports for each campaign.

+ Give comments and suggestions to develop and optimize digital

channels.

c. Building positive relationships at work

+ Collaborate with internal marketing teams to create and develop

Marketing campaigns and strategies

+ Collaborate with the sales team to implement marketing programs.

Digital Marketing Executive at IVY Moda are responsible for:

+ Required to work enough time in office hours , check attendance

fully of the working days

+ Always be on time at work and finish, complete assigned work on

time.

+ Maintain professionalism at work in order to avoid causing harm

to the reputation of the company.

Other information:

+ Work time: office hours from Monday to Saturday morning, off

on Saturday afternoon and Sunday.

+ Work location: Ho Chi Minh City.

2.2. Job specification of Digital Marketing Executive at IVY

MODA

Digital marketing executive position at IVY Moda requires candidates with

following knowledge, skills, abilities and others related to Job Description.

Knowledge Requirements

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 ● Bachelor’s degree in Marketing, Business Administration, or other
related disciplines.

● Knowledge of implementing digital marketing channels (Experience in

implementing marketing on e-commerce platforms (web/app) is an
advantage).

● Specialized knowledge of Marketing

● Knowledge of Social Media and E-commerce

● Knowledge of SEO and SEM digital analytics

Skill Requirements

● Multi-project management skills: Time management, well-organized

with a customer-oriented approach, adhering to timelines, and
performing under pressure.

● Data analysis and numeric skills: Knowing how to use Google Analytics
for doing research, analyzing the trends, results of campaigns and sales.

● Content Creation skill: Creative skills to come up with new ideas based
on fashion trends, experience in fashion content writing.

● Communication Skills: “Excellent communication, interpersonal skills

and relationship-building skills to develop positive relations with
clients.”

● Computer and design skills: Proficient with office software, ads-

programing tools (Microsoft Word, Excel, Google Ads Manager,
Facebook Ads,...); familiar with the fundamental design software needed
for work (Canva, Adobe Illustrator, Adobe Photoshop, ...).

Ability Requirements

● Ability to work cross-functionality with a variety of creative minds and

business stakeholders
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 ● Ability to multitasking, prioritize issues and manage many projects
simultaneously

● A data-driven mentality, with a focus on how to use insight to influence

planning and execution

● Ability to work under pressure and tight deadlines

● Ability to work in a team

● Motivated and open-mind to learn new things

Other Characteristics

● Good behavior: Honesty, enthusiasm, eagerness to learn, self-

disciplined, high responsibility at work.

● Professionalism, efficiency

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 CHAPTER 02: BODY

1. HR PLANNING PROCESS

1.1. Human resource planning process

Human resources are the core for the development of the business, that is why
the human resource planning process plays a very important role. Human
resource planning is defined as the process of anticipating human resource
needs, devising policies, measures and implementation plans to ensure that a
sufficient number of employees are met with skills and quality. necessary to
align with the development direction of the organization. Human resource
planning is not an independent activity but has a close relationship with other
management activities in the organization such as recruitment, training and
human development, human resource assessment and management, and
remuneration system for employees.

Human resource planning ensures the goal of “the right person for the right
job”. It helps businesses determine the appropriate and flexible human resource
management direction and approach to the day-to-day changes of the business
market. Besides, planning has a great influence on the performance of the
organization through linkage with other management activities. Human
resource planning is considered as the basis for the implementation of other
human resource plans of the enterprise such as recruitment plan, training and
development plan, remuneration plan for employees.

However, those businesses who do a good job of increasing employees' job

happiness through various means, inspiring them to take risks, and inspiring
them to give their fullest contribution in order to fulfill goals surpass their
competitors in the market. Numerous elements can occasionally alter every
aspect of human resource planning. These could be external and internal
elements that influence the entire human resource planning process, such as the
external and internal environment, level of economic development,
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outsourcing, and so on. All of this helps to create various rules and practices
while creating human resource planning.

1.2. Preparing human resource planning

The fashion industry is a fiercely competitive industry that requires marketers

to constantly embrace new fashion industry marketing strategies. Many
traditional fashion brands are not catching up to adapt to the change. Of course
they have been suffering the consequences of this, typically a drop in sales, and
Ivy Moda is one of those brands. It can be said that the position of digital
marketing manager in particular and marketers in general of the brand is
considered a position that is always hungry for personnel.

Compared with Traditional Marketing, the emergence of digital platforms

opens up new parts of Digital Marketing's work, including many technology-
related tasks. According to the Center for Manpower Forecasting and Labor
Market Information in Ho Chi Minh City, by 2025, the marketing industry
needs to reach 21,600 employees or more per year. In which, GenZ (1997-
2010) will account for the main proportion in the human resource structure of
the industry. However, GenZ is an important Digital Marketing human resource
in the 4.0 era because of its creativity and proficiency in new social networking
platforms, quick adaptation and considering the virtual world a part of life.
Therefore, brands need to have a clear awareness of the current and future
human resource structure to make effective use of the labor market.

1.3. Forecasting

1.3.1. Forecasts of labor demand

External factors

● Level of economic development

According to the General Statistics Office in Viet Nam, in the first quarter of
2023, 60,241 enterprises withdrew from the market, an increase of 17.4% over
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the same period in 2022. (Quý 1/2023: Lần đầU Tiên Số Doanh Nghiệp đóng
Cửa Vượt Số Doanh Nghiệp đăng Ký Mới, 2023) That is the consequence of
the global economic slowdown and is expected to have a worse effect on
businesses and labor in the coming years.

Result 1: External level of economic development negatively affects labor

demand.

● Level of technology

In the digital age of 4.0, there are many technological products generated to
support the marketing process. Chat gpt-an artificial intelligence that can
answer all user questions in many areas of life. It can create a complete
marketing plan, outline an effective marketing campaign or suggest ideas and
content to promote a product.

Result 2: External level of technology negatively affects labor demand.

1.3.2. Forecasts of labor supply

External factors

● Social environment:

According to the General Statistics Office of Vietnam, in the first three months
of 2023, there were more than 885.5 thousand unemployed persons, a decrease
of 443.1 thousand people from the same period last year. Workers'
underemployment in the first quarter of 2023 is 1.94%, which is a 1.07
percentage point decrease over the same period in 2022 (GSO, 2023). (Thông
Cáo Báo Chí Tình Hình Lao độNg Việc Làm Quý I Năm 2023, 2023)

Result 3: External social environment positively affects labor supply.

● Outsourcing:

An efficient marketing campaign requires a lot of time and money to deploy

and maintain. The most difficult issue is with human resources: "Humans know

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the job, they leave, new employees are not trained in time". Besides, if the
company lacks operational experience and an effective operating method, this
may not benefit the company in any way (Trung Quân media, 2022). Therefore,
by outsourcing marketers, Ivy Moda may increase earnings by providing high-
quality leads while reducing expenses in a variety of areas, including hiring,
internal training, insurance and medical expenses and more. Furthermore, Ivy
Moda can save time by hiring a ready-trained workforce that can get started
right away (Ardael, 2018).

Result 4: External outsourcing positively affects labor supply.

Internal factors

● Human resource policies:

Not only does Ivy Moda pay 100% of the basic salary to employees, retained
an annual salary increase, pay 13th month salary & bonus according to the
performance, but Ivy Moda also provides with the combination of benefits and
non-monetary rewards which refers to indirect money payment in the form of
tangible rewards such as many benefits programs, allowances, supporting
employee policy, salary sick, insurance coverage, gift cards, trophies, vacation
trip, meal treats and so on.

Result 5: Internal human resource policies positively affect labor supply.

1.3.3. Forecasts of labor surplus or labor shortage

After analyzing several external and internal factors that affect labor demand
and labor supply of Ivy Moda’s digital marketing executive, our group comes
to the conclusion that the company will experience a labor surplus.

1.4. Goal setting and strategic planning for Ivy Moda

When facing the labor surplus situation, Ivy Moda will be affected by many
problems. For instance, the first problem that the company faces is financial
difficulty, which means that the company has to spend a lot of money to pay
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for a large number of unproductive employees (Smyth, 2020). Moreover, when
considering the issue of staff reduction, the company will inevitably face a
decrease in human resources, a decline in profits, legal and ethical criticisms of
the business such as increasing the unemployment rate, affecting the
psychology of workers. Therefore, Ivy Moda needs to have a suitable strategic
planning for the purpose of reducing redundant marketing human resources and
retaining good marketing staff for the company as well as the company’s image
by preparing appropriate options for reducing a labor surplus, accordingly: (1)
downsizing, (2) pay reduction, (3) transfer and (4) early retirement.

In the first option, a downsizing method (1) is applied together with additional
allowances to reduce Digital Marketing staff with low performance results, bad
attitudes and less contribution over the assigned work in the job description.
This option requires employees to quit immediately, which creates heavy
pressure for them, so the company gives unemployment insurance benefits and
commitments to paying the salary and bonus corresponding to the results that
the employee has completed within the month (Thanh Ngân, 2022).

The next option is pay reduction (2), Ivy Moda reduces the number of
commissions and eliminates unnecessary non-monetary rewards such as gifts,
annual trips and entertainment. Staff who do not agree to the company's pay
reduction can voluntarily leave with the provided unemployment insurance
benefits. The application of this option can reduce the labor surplus and also
helps Ivy Moda find good and engaged employees during difficult times,
relieves financial pressure and maintains telesales human resources.

Another option to stop the labor surplus of the Marketing department is

transfers (3). To be more specific, the HR department will assist the process of
transferring digital marketing representatives to other positions or other
subsidiaries in the same position that need more employees. Furthermore, these
transferred staff will be retraining in new positions and other subsidiaries with

14
the training programs related to the job that are provided by the new
workplaces.

The final option recommended is early retirement (4). In more specific terms,
Ivy Moda might provide early retirement benefits to long-term employees.
Incentives like severance compensation and health insurance may be included
in the package to entice employees to accept the offer. Because digital
marketing is a high-tech field that demands constant updating, younger
personnel who are more trend-aware and creative will be more suitable than the
older ones.

1.5. Implementation and evaluation

To increase the implemented efficiency of strategic plans and goals, managers

should evaluate employee's performance before making final decisions.When
choosing, they should consider the feasibility, the impact of the decisions on
company. In four options of goal settings, many companies have successfully
implemented hiring freezes, salary freeze, pay reduction, elimination of bonus
as an alternative to using downsizing because these options are appropriated in
the short term, they address the interests of both survivors and laid-off workers
. Furthermore, the research highlights utilizing downsizing as a last resort to
impose layoffs when other alternatives or voluntary separations have been
provided, and businesses must make the news ahead of time when applying the
downsizing option.

As a result, IVY Moda should first undertake a pay reduction strategy, followed
by a combination of transfer and early retirement to minimize digital marketing
executives in order to handle employee benefits and employment issues.
Because these measurements give immediate and effective feedback, they can
minimize the company's labor excess and lead to lower personnel costs, as well
as retain workers with high performance and preserve the company's image and
value to employees. On the other side, the option of downsizing with benefits
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has helped to the company's quick decrease in employees overload by removing
unproductive individuals, demonstrating IVY Moda's professional working
style, equity in benefit payout, and concern for all employees.

2. FACTORS INFLUENCING RECRUITMENT ACTIVITIES

Anwar & Surarchith (2015) defined recruitment as the process of identifying,

choosing, and hiring the best applicants internally or as the method by which
businesses find and entice people to fill job openings. Recruitment is described
as a series of operations undertaken by a company in order to attract the
attention of job seekers who possess the skills required to assist the organization
in achieving its objectives and goals (Othman et al. 2019). The recruitment
process entails assessing the requirements of the job, attracting individuals to
it, screening and selecting candidates, contracting, and integrating the new hire
into the organization (Khan & Abdullah, 2019). Also, it is the HR department's
responsibility to locate the ideal or most qualified applicant for each open
position in the company (Othman et al. 2019).

For Ivy Moda, the recruitment process strives to attract both the human
resources needed to develop the organization's activity appropriately and the
human resources recruited while boosting their chances to remain in the
company for as long as possible. This can only be accomplished if the recruits
have values, attitudes, and personalities that mesh with the company's culture
and are suited for the open position - Marketing executive. Therefore, the
recruitment decisions at Ivy Moda can be decided after considering four factors:
Personnel policies, recruiter traits and behaviors, recruitment sources, and
vacancy characteristics.

2.1. Personnel policies

External recruitment

According to Anwar (2017), through the assessment, job analysis, and design

16
processes, organizations should be able to decide whether a person currently
employed by the organization would be able to fit the needs of the new role or
if a person from outside the firm would be more suitable. Based on the analysis
of the difference between actual resources and future needs above, it can be
established that external recruitment is more appropriate for the company’s
future status.

To be more detailed, external recruitment is defined as “an employer’s actions

that are intended to bring a job opening to the attention of potential job
candidates who do not currently work for the organization, influence whether
these individuals apply for the opening, affect whether they maintain interest
in the position until a job offer is extended, and influence whether a job offer is
accepted” (Breaugh 2008, pp. 103–104)

Social presence and reputation

According to the study by Lawong et al. (2019), it is proved that “Organization

reputation is positively related to applicants’ attraction to organizations. Higher
levels of organization reputation will result in higher levels of applicants’
attraction to the organization”. As mentioned above, Ivy Moda is the top-tier
brand in the Vietnamese fashion industry and its marketing strategy has gained
much significant success. Therefore, these might have a beneficial effect on the
hiring procedure, particularly for the marketing role. However, in order to
maintain Ivy Moda's positive reputation and bring the brand image closer to the
target applicants, the HR department needs to apply many means of advertising.

In detail, Ivy Moda marketing recruiters use social media (such as Facebook,
YouTube, Tik Tok, Website) as a means of promoting its image to potential
applicants, as well as, publishing notifications about recruitment, and hosting
online career events to inform and answer questions from the followers
regarding information about the company, recruitment process, job
characteristics, etc
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 2.2. Recruitment sources

2.2.1. Internal sources

The definition of internal sources according to Al-Khasawneh et al. (2018) is:

“Internal sources of recruitment are sources organizations can use to meet their
job requirements for human resources available internally, an employee
transfer and promotion instead of recruiting new candidates from outside the
organization.” Ivy Moda may employ internal recruiters and HR Specialists,
whose main responsibility is to find qualified applicants for open positions in
Digital Marketing by taking the representative’s job characteristics and
searching and selecting candidates who should be appointed. Since internal
recruiters work for the company, candidates frequently form opinions about the
business based on their interactions with internal recruiters. As a result,
recruiters need to be conscious of how they come across during the screening
interview because it has a big impact on how the applicant feels about the
company.

2.2.2. External source

External recruitment is defined as “an employer’s actions that are intended to

bring a job opening to the attention of potential job candidates who do not
currently work for the organization, influence whether these individuals apply
for the opening, affect whether they maintain interest in the position until a job
offer is extended, and influence whether a job offer is accepted” (Breaugh 2008,
pp. 103–104). Ivy Moda recruiters can receive application forms from various
recruitment sources:

- Direct applicants

Direct recruitment involves the hiring of a candidate without the assistance of

a placement agency. When a corporation wants to hire someone, it contacts
them directly and offers them a position. The corporation does not compensate

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the agency for sourcing candidates for its open positions (Howard, 2022)

- Referrals

Employee referrals are a method for hiring and recruiting that involves asking
internal staff members to find or suggest others in their network to apply for
positions at a company. Using this approach, the recruitment process is aided
by the professional network of current employees. Many businesses have
employee referral programs that reward those who recommend qualified
candidates to the business with bonuses or other rewards. (Indeed Editorial
Team, 2022)

Ivy Moda recruiters may encourage current employees to find future hires.
They may be asked to inform their friends, family, or coworkers, or they may
be paid a financial incentive if a new hire they have encouraged to apply, is
offered, and takes a job. The benefit of this approach is that new hires are more
likely than typical candidates to have a better awareness of the organization's
culture and values as well as the nature of the work being offered. So that
companies can profit more rapidly from the knowledge and abilities that these
hires bring to the company, the socialization process for these newcomers in
marketing may be sped up. This method can provide cheap sources of labor.

- Electronic Recruiting

Electronic recruitment also plays an important role in Ivy Moda, the

corporation applies this recruitment method in many areas such as Company’s
website, job search engine (TOP CV - Glints) as well as social media. On the
company's website, aside from real estate information that the company
published, there exists a sub-page on the website focusing on giving specific
detailed information about the vacancy positions, the benefits and incentives in
the company, and a submitting Google Form directly to the recruiters as well
as the recruiter's contact for further information. Ivy Moda also used social
media such as Facebook and YouTube to give notifications of online recruiting
19
events. Potential candidates can directly apply for the company's marketing
vacancy through such online events.

Ivy Moda Recruiters can also receive Marketing applicants' CVs and
application forms from job search engines (TOP - CV; Glints). On the website
of these job search engines, they give out information regarding the job’s
characteristics and benefits, as well as the job requirements. After finishing the
CV or the job application, the candidate may submit their presentations directly
to the Ivy Moda recruiters via the job search engine. This method can help the
corporation save more resources than traditional advertising and screening
hard-copy applications. However, this may be a challenge for recruiters.
Processes must be in place to weed out applicants who don't match the basic
requirements for the position. Due to how simple it is to apply for a job online,
many people may submit applications, which forces Ivy Moda HR
professionals to spend time weeding through applications to identify the few
who are truly eligible for the marketing position in comparison with the job
characteristics and minimum requirement

2.3. Recruiter Traits and Behaviors

Because they are frequently involved in the creation of the jobs that need to be
filled, recruiters have an impact on vacancy characteristics. The psychological
makeup of a recruiter affects the qualities of applicants as well. Warmth and
informativeness are significant factors (Chapman & Zweig, 2005). Thus,
recruiters at Ivy Moda should create an environment where candidates can
present their fullest potential. The recruiter also exerts a passive influence on
the quality of applicants since they evaluate the information they supply and
assess how closely they meet the job requirements. It’s essential for recruiters
to promptly inform the applicants of the corporate culture, the work details, and
the organizational structure with positive features when working as a Digital
Marketing representative.

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 3. HIRING PROCESS - SELECTION PROGRAM

3.1. Selection

The process of selection involves interviewing and evaluating potential

candidates for open positions before selecting the top applicant. When a
position in a firm is open, the next step for the business is to decide on the best
strategy to find potential candidates for the job and then implement that
approach in order to select the best candidate (Anwar & Abdullah, 2021). After
taking comprehensive measures to identify possible applicants for the post of
Digital Marketing Executive, it is the responsibility of IVY MODA workers to
decide who will or won't be invited to join the company. Employers exercise
the utmost caution when choosing candidates from the pool of prospects they
have acquired following recruitment..

The Multiple Hurdle Method should be used by IVY MODA during the
selecting phase. The Multiple Hurdle Method is a "process of arriving at a
selection decision by eliminating some candidates at each stage of the selection
process" (Noe et al., 2019). In order to move on to the next stage of the selection
process, an applicant must overcome a number of obstacles set up as part of the
multiple hurdle technique of hiring. Each obstacle has a cut-off score. The
hurdles are a selection test or various elements of the selection exam. To choose
the best telesales reps for the company, follow these five steps: (1) Screening
application and Résumés; (2) Testing and reviewing work samples; (3)
Interviewing candidates; (4) Checking references and background checks; (5)
Making a selection.

3.2. Selection program

3.2.1. Screening Applications and Resumes

21
In this step, recruiters at IVY MODA receive and review applications and
resumes from a variety of sources, including: online job postings, company
websites, employee recommendations, internal recruiters, and career fairs.
First, the recruiters will outline in the applicant application form or resume the
desired qualities of the applicants based on the job vacancy characteristics (such
as confident, honest, responsible, conscientious in work, charming voice, etc.).
Not only must the applicant's skills and experience listed on their application
form or résumé satisfy the requirements for the position of IVY MODA Digital
Marketing Executive, but they also need to fulfill the fundamental requirements
like:

● Background in education: university/college students who have

completed their higher education;

● Experience: Experience: Marketing experience is advantageous;

● Equipment: Laptop, personal vehicle, and (if needed) a reference.

Additionally, recruiters flag any informational, graphical, or presentational

mistakes on a resume or application form. These errors include:

● Grammar, spelling, and typographical problems; Lack of fundamental

applicant information that the company asked (Name, Address,
Telephone Number, Work Experience, and Reference Information;

● Resume provided in a difficult-to-read format;

● Even when candidates are not qualified for the position, stuffing resumes
with keywords

3.2.2. Testing and Viewing Work Samples

Recruiters at IVY MODA can conduct interviews with qualified candidates

after making the initial selection of potential individuals based on the
information supplied in the application and resume. prior to moving on to the
selection process, their schedule. Similar to the position of a digital marketing
22
executive, preliminary interviews are frequently conducted over the phone.
The interviewer creates a brief cognitive ability test by asking the candidate
for a detailed response in order to assess the individual's suitability for the
Digital Marketing Executive role over the phone and the work criteria. When
difficulties arise or not, critical thinking and innovation are necessary.

The following inquiries ought to be included of the cognitive test:

● At IVY MODA, what positions does the Digital Marketing Executive

hold?

● What qualifications do you believe this post needs?

● What will you do if you're a digital marketing executive and projects

are difficult to implement?

Employers carefully assess a candidate's performance during a phone

interview using the following standards: (1) Self-assurance, tolerance,
adaptability, and persuasion; (2) stress management; (3) judgment; (4)
speaking clarity; (5) voice and accent; (6) logical prowess; and (7) attention
to detail.

3.2.3. Interviewing Candidates

After selection testing, the recruitment pool can narrow the list of candidates
for recruiters of Ivy Moda to conduct interviews. The recruiters from Ivy
Moda will set up an interview for the candidates to evaluate their
performance in terms of how they would behave on the job. For the
candidates, the interviewers will have a panel of questions with brief
hypothetical situations.

The interview questions and assessment panel shall be:

Beginning questions (Related to the information about the company and job

23
position)

● What do you know about our company? Why do you want to work in our
company?

● Have you ever worked in other companies? And why do you choose to leave
them?

● Why do you want to work in the position of digital marketing executive?

● Do you have the characteristics that we want based on our core values?

Interviewers may start by asking questions about the applicant's experience as

a telesales representative and how they handle situational questions after asking
questions about the firm and the requirements of the position:

● Have you ever worked in the same position before? Tell us about your
experience.

● What do you do when you have no ideas?

● Give a case for candidates: our company has not touched deeply to young
people. If you are an employee in a company, what do you do to promote
our brand appearance and entice customers?

● Tell us about your most successful campaign that you have ever done

Before ending the interview, interviewers should ask some questions related to
the personality of the interviewees for further assessment such as:

● What motivates you when you work in our company? (What do you want
from us when you work in our company)

● How are you witnessing that the others describe about you?

● What are your long-term career goals?

● What are your salary expectations?

While conducting the interview, the recruiters have to transfer the performance

24
of the interviewees in criteria, such as:

● Good brainstorming abilities

● Problem solving skills

● Working knowledge of relevant computer software

● Idea planning abilities

● Teamwork abilities

The final step of interviewing is choosing the suitable candidates through

eliminating and ranking the remaining applicants based on the highest scores
the interviewers give them.

3.2.4. Checking References and Background

The information given by the applicant must be verified, and references listed
on application forms and resumes must be checked, by recruiters at Ivy Moda
after selecting excellent applicants. The recruiters will disqualify candidates
regardless of whether the references provided by the candidate are fraudulent
because "Loyalty" is one of Ivy Moda's guiding principles.

3.2.5. Making a Selection

Recruiters from Ivy Moda typically choose Marketing candidates in groups.

Hence, hiring managers can quickly choose the applicants who will move on to
the final round by using the Multiple-Hurdle Model and the assessment sheet
from the interview. During every stage of the hiring process, some candidates
will be rejected.

4. TRAINING PROGRAM

Training is “an important part of many development programs. Good training

enables participants to gain new knowledge and skills as well as the attitude
which will help them to put these into practice to change their situation”
25
(Taylor, 2003). It is characterized as a planned effort by a company to facilitate
employees’ learning of job-related competencies, knowledge, skills, and
behaviors. The training process helps workers to gain effectiveness in their
current jobs through developing habits of proper thoughts, actions, skills,
knowledge and attitudes (Nadya, Imam, 2020). Its purpose, in the work
situation, is to develop the abilities of the individuals and to satisfy the current
and future needs of the organization” (Manpower Services Commission, 1981;
Wilson, 2012)

Training and development encompass a wide range of learning actions, from

training individuals for their current jobs to sharing information to broaden the
organization's horizon and enhance customer service, in order to meet the
current and future difficulties faced by businesses. which emphasize their
professional growth and enrichment, increasing their performance on an
individual, group, and organizational level (Niazi, 2011).

In order to attain effective performance in a particular task or set of

activities, Beardwell and Holden (2017) defined training as a planned process
used to modify attitudes, knowledge, skills, and behavior. In the context of the
workplace, it serves the dual purposes of helping people grow as individuals
and meeting the organization's present and long-term needs. Accordingly,
training is a planned action intended to modify skills via the use of knowledge
and experience. To reach the desired result, training is a continuing scheduled
procedure that replicates many of the task's stages.

Organizational strategy and training are essential to demonstrating the

benefits of using a strategic view and perception of training because connecting
this strategic plan with human resources actively, particularly on training and
development, will contribute to the achievement and enhancement of the
organizations. Training and development are also regarded as ongoing
procedures for improvement that need to be current in order to address the

26
workplace's dynamic changes and use training as an organizational competitive
advantage. The selection and application of a training process strategy must
take into account theories (Milhem et al., 2014).

It is vital for every organization to give out a decent training program for
their employees to improve their skills and knowledge. Organizations that offer
high-quality training help employees feel more emotionally connected to them,
which eventually leads to a desire to stay with the company (Taormina, 1999).
The quality of the goods or services provided, the creation of new products, the
capacity to recruit and retain key personnel, and customer satisfaction are all
much higher in firms that invest more in training (Harel & Tzafrir, 1999)

Furthermore, training courses are more likely to be reserved for internal

employees only, which seems to be the case for a digital marketing executive
representative at Ivy Moda. Our training process includes 5 consecutive steps
with feedback provided in each step: (1) Assess needs for training; (2) Ensure
readiness for training; (3) Plan training program; (4) Implement training
program; (5) Evaluate results of training.

First, we evaluate the needs for training this position.

4.1. Assess the needs for training

According to Brown (2002), in order to create training that will assist the
business achieve its goals, training needs assessment is a continuous process of
gathering data to identify what training needs there are. The process of needs
assessment is crucial to the effectiveness of a training program. Training is
commonly developed and implemented by organizations without a needs
analysis being done first. These businesses run the risk of either overtraining,
undertraining, or completely misunderstanding the objective.

Ivy Moda’s issue is that the previous communication campaigns are not having
the desired effect. The statistics of interaction between Ivy Moda and customers

27
on social networks are very low compared to other brands in the same fashion
industry.

After carefully examining the mission objectives, personnel, production, raw

materials, costs, and other elements, we have determined the training
requirements for our telesales. The amount of money that the organization
allocates depends on the training needs you identify and the total training
budget that is anticipated for the company and installation. Conducting a needs
assessment is useful in identifying:

- Organizational objectives and how well it accomplishes them.

- Employee skill gaps or inconsistencies between those skills and those needed
for efficient job performance.

- Issues that training might not be able to resolve. If policies, processes, and
procedures need to be changed or amended, upper management should be
concerned rather than the training department.

- Conditions that will apply to the training and development activity.

A needs analysis serves as the foundation for determining the training

program's effectiveness in addition to offering a clear view for determining
training needs. Without a needs analysis, training outcomes are frequently
arbitrary and may not be related to the training. It makes sense to examine
training needs at the outset so that training may be adjusted to focus on specific
needs and withstand evaluation after training because it can be expensive to
establish and implement training programs. Training needs are thoroughly
analyzed on three levels: (1) Organizational analysis; (2) Task analysis; (3)
Individual/Person Analysis.

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 Figure 1. Levels of needs assessment

Organizational analysis :

An organizational analysis evaluates where and how training is to be given

inside the organization. The knowledge, skills, and talents that employees will
require in the future are identified as the business and their job grow or change.
Training objectives can be established and the relevant training can be produced
following a comprehensive study. Customer complaints, quality control
problems, accident reports, employee concerns, and other issues may also be
covered in an organizational needs analysis.

- Spring summer collection coming soon

- Previous marketing campaigns were effective in terms of product

promotion but did not have high interaction in the media

- Gen Z customers have been not well-approached

Why is the training program recommended as a solution to enhancing the

quality of campaigns and increase customer engagement, brand awareness in
Ivy Moda?

Training and development programs provide a host of benefits. They enhance

employee performance, boost employee productivity, reduce employee
turnover, and improve company culture. Therefore, each employee should be
required to receive a decent amount of training in order to work effectively.

29
Personal analysis:

Individual employee performance is the focus of individual analysis. The

most popular approach for identifying the needs of a training program is to use
information or data from an individual's performance review. Training can be
created to assist an employee in meeting the performance requirement if an
employee's review finds inadequacies. To evaluate their training requirements,
managers can also survey, interview, or test their employees. They can list any
issues they are having or offer suggestions for how to fix them. The following
questions help us to analyze the needs of employees toward the organizational
assessment.

● Who needs training?

The training process is made for all current digital marketing employees.
They still lack knowledge and experience in marketing in the fashion field.

Task analysis

To determine training needs, task analysis compares employee knowledge and

skills to job requirements. Examining job descriptions and requirements gives
employees the knowledge they need to do their tasks and the required
information about expected performance. Any discrepancies between
performance and work requirements show that task training is necessary. The
following questions will help us to identify: tasks that must be completed,
conditions that must be met for tasks to be completed, When and how often
tasks are completed, performance quantity and quality needed, knowledge and
abilities needed to execute jobs, Where and how to gain these talents most
effectively (Brown, 2002).

- Gain more insight and knowledge about the fashion industry as well as
popularize the company's orientation in the near future

30
 - Learning how to create marketing campaigns for a fashion brand, how
to attract customers’ interactions in social platforms and how to use
reasonable marketing tools

- Cooperating with other teams to make a completed marketing plan.

4.2. Ensure readiness for training:

To successfully engage marketing employees in training and development,

employees should be in a state of preparation or willing to attend and participate
in training.

For any training program, motivation is a key component. The marketing

employees might be eager to learn new things and develop their abilities
through training. To determine the motivation of the marketing team, the
training organizers should conduct focus groups, interviews, and gatherings to
determine participants' levels and motivational styles. It must be identified
whether they are motivated by internal forces like gaining knowledge, or
obtaining their developmental objectives, or by tangible, monetary rewards. By
knowing what boosts the employees’ motivation and promoting the effect of
the instruction, the employee’s readiness for training can be garnered more
easily.

In the field of marketing, creativity is a necessity to be able to make distinct

campaigns to attract the public to know about the company's products and
services. At the same time, accountability is a must for employees.

To make an effective marketing campaign, it takes the coordination of

many individuals so that the trainers have to be teamwork/Working with
Others. That's the method that most modern workplaces in today’s economy
involve the use of teams. Even when work groups are not based on teams
(individuals whose performance is interdependent), the need to work

31
cooperatively is pervasive. Employee’s ability is to use technology, design,
written, strategy vision

Training is held right in the area of your marketing department or meeting

room to get used to the reality company working style. Training organizers can
learn a great deal from workplace observation. They highlight the daily duties,
abilities, and performance behaviors that employees engage in. Therefore,
observations give us the ability to pinpoint employee advantages,
disadvantages, and performance gaps. Additionally, we can keep an eye on how
the marketing employees feel about their obligations at work. For instance, a
worker who becomes irritable while carrying out a task. This typically means
that they aren't receiving the knowledge or skills they require. They are
prepared to refresh their professional knowledge in order to do their jobs. The
trainers will be provided devices (laptop,etc) and sent training program’s
information (timeline, task)

4.3 Planning

The Objectives are that

- Gain more insight and knowledge about the fashion industry

- Set the format of social networking sites to suit all devices

- Unify content posted on social networking forums to impress customers

- Allocate reasonable time, choose the right promotion channel with

potential audience

- Know the tools and the process to run a real marketing campaign in the
fashion field

- Collaborate with other teams to create a complete marketing campaign

The first training method is Hands-on training. This training method comforts
new employees by showing them what their job will be like. With or without

32
a sound structure in place, inexperienced workers will try to learn their jobs
from experienced workers. It also helps the instructor carry out certain tasks
during the training.

The second one is group building. To make an effective marketing

campaign, it takes the coordination of many individuals. Teams should share
a culture and possess some overlapping viewpoints so that decision-making is
somewhat smooth, but teammates should also differ enough in skill and
perspective that discussions are thoughtful and address valid concerns.
Diversity is important within teams for inspiring creativity, encouraging
critical thinking, and stimulating growth.

4.4 Implementing the training program

There are variety activities to implement the training program

- Planning the scheduling of training activities and any related resources

(facilities, equipment, create questionnaire process etc.)

- Ensuring all employee will participate and the training will be delivered
in-house

- During training, participant progress will be monitored to ensure that

the program is effective.

- Give feedback to an employee's performance. It will include

employee’s work habits, productivity, demeanor and effect on other
employees. To prevent work skills from deteriorating, managers and
supervisors must periodically assess employee performance and let
them know what they are doing right or wrong. Using an existing
program to retrain employees or creating a new program may be the
best option if an employee was unable to perform a specific skill.

33
 4.5 Evaluating the training program

Hamblin (1974) defined the process of evaluating training as: ‘any attempt to
obtain information (feedback) on the effects of training program, and to assess
the value of the training in the light of that information.

In the words of Warr (1969) ‘Evaluation is the systematic collection

and assessment of information for deciding how best to utilize available
training resources in order to achieve organizational goals

This step provides feedback to help us identify if the training achieved

the company's intended outcomes. There are some activities to evaluate the
effectiveness of the training program that we find needed:

● Ask employees to complete a test to check what they have learned after
the training process

● Ask employees to suggest some promotional ideas for the an upcoming

product

● Ask employees to complete a survey about what they feel after taking
the training program

5. PERFORMANCE APPRAISAL

5.1. Performance appraisal

Performance appraisal is a key component of performance management, and

the literature that is now available has offered a variety of contradictory yet
related definitions for the term. It is particularly described as "a discrete,
formal, organizationally sanctioned event, typically occurring no more than
once or twice a year, with clearly stated performance dimensions and/or criteria
that are used in the evaluation process" by DeNisi and Pritchard (2006). In
addition, it is an evaluation procedure in that the employee who is being
reviewed is typically given quantitative scores depending on the judged degree
of their job performance on the dimensions or criteria employed. According to
34
Van Dijk and Schodl (2015), it "refers to the methods and processes used by
organizations to assess the level of performance of their employees." According
to DeNisi and Murphy (2017), it "refers to a formal process, which occurs
infrequently, by which employees are evaluated by some judge (typically a
supervisor) who assesses the employee's performance along a given set of
dimensions, assigns a score to that assessment, and then usually informs the
employee of his or her formal rating."

It is a key component of performance management because Noe et al.

(2019, p. 244) define it as "a formal process for measuring employee
performance". The definition given by Lussier and Hendon (2021) is "the
ongoing process of evaluating employee performance." Additionally,
according to these writers, a successful performance appraisal process must
recognize achievements, pinpoint performance issues, build improvement
plans, and then communicate those plans as clearly and directly as possible to
the employees. For the sake of neutrality and taking into account all of the
aforementioned definitions (as well as many more), we will define the
performance assessment in this paper as a formal procedure for assessing an
employee's performance, specifically the performance of the Digital Marketing
Executive, which includes a formal interview. Please keep in mind that in this
essay we focused on the formal feature; regular performance reviews and
comments should be given.

Performance reviews typically differ between job positions both within and
within businesses (Lussier & Hendon, 2021; Noe et al., 2019). Additionally, it
is typically only intended for internal usage, which appears to be the case with
the IVY MODA post of Digital Marketing Executive. Monthly and quarterly
performance reviews should be conducted in addition to this formal
35
performance assessment as part of a periodic review that will help guide
administrative choices like pay raises, bonuses, transfers, or in-school
placement. The worst-case scenario is that the contract is terminated. This is as
a result of numerous campaigns.

It needs to be frequently assessed to make sure the individual carrying out the
project is completely capable of carrying it out and to make sure the brand's
campaign is on track to achieve the predetermined goals.

Both the appraiser and the appraisee would examine the cumulative
performance as of that session to determine whether the organizational,
departmental, and individual objectives are being met. The appraiser would
then provide his or her evaluations on the progress of the telesales
representative, along with some recommendations for improvement or
compliments for achievement. We advise against using a single formal
performance review every year (or every two years), as doing so will make it
harder to achieve the goals. Instead, a performance review should be used to
identify the employee's strengths and weaknesses so that they can be improved
as frequently as possible.

5.2. Performance measurement

It is advised to concentrate on how to truly measure the performance of a Digital

Marketing Executive once the frequency of the official performance appraisal
and frequent performance feedback has been established. According to Noe et
al. (2019), performance measures should fit with strategy, (i.e., measure
behaviors and attitudes supporting organizational strategy, goals, and culture),
be valid (i.e., measure all relevant aspects and exclude irrelevant ones of
performance), be reliable (i.e., maintain consistency over time among raters),
be acceptable (i.e., be fair and practicable), and provide specific feedback (i.e.,
detailed expectations, problems, and guidance in performance).

36
 Although many businesses base their evaluation of Digital Marketing
Executive only on results, we feel that combining multiple ways of evaluation
would be preferable to utilizing just one, as suggested by academics and
research. The COVID-19 epidemic and other recent events have made it less
appropriate to use a single performance measurement approach. Digital
Marketing Executive and every other employee would have been categorized
as having "poor/unacceptable performance," which is often unjust and
undesirable, if evaluations were made solely based on financial performance.
Therefore, we advise combining a few approaches in the performance
evaluation in order to deal with external elements more effectively and to
provide a more thorough evaluation of a Digital Marketing Executive's
performance.

We believe that results, traits/attributes, and behaviors of the employee

should be evaluated based on the job analysis of a Digital Marketing Executive;
the most pertinent measures would be selected to ensure their direct
relationships with the essential functions of the job (Lussier & Hendon, 2021).
Moreover, we believe that, specifically for a Digital Marketing Executive,
bonuses after finishing a campaign are critically an indispensable incentive.
Thus, after individual ratings have been executed, a comparison of performance
between Digital Marketing Executive would be conducted based on all
preceding standards. Although many people have criticized the comparative
approach (DeNisi & Pritchard, 2006; Lussier & Hendon, 2021; Noe et al.,
2019), we believe that this method would provide a comprehensive overview
on the overall performance of the Digital Marketing Executive, informing the
person of his or her current performance compared with others. This approach
also facilitates the search of the best-performing employees for rewarding, and
poorly-performing Digital Marketing Executive for guidance on improvement,
punishment, or, ultimately, termination. As a conclusion, based on the job
analysis and adapted from Muczyk and Gable (1987), we propose combining
37
the Management by Objectives, Graphic Ratings Scales, Behavioral
Observation Scales, and Simple Ranking to construct a performance appraisal
system

5.2.1. Attribute: graphic rating scales

Although many academicians and scholars do not support rating traits or

attributes, we believe that if the manager takes time to link several specific
desirable characteristics that fit with the strategy of the company and the
performance of a Digital Marketing Executive, the method could be valuable
as an appraisal source. We perceive that some particular traits could be highly
associated with the job of a Digital Marketing Executive and fit with the culture
of the company, “Efficiency - Integrity - Professionalism.” We dare to argue
that evaluating the performance of a IVY MODA's Digital Marketing
Executive on the basis of some desirable attributes/traits that are highly related
to the job performance. If we evaluate the Digital Marketing Executive based
on other criteria but not attributes/traits, the employee may do something
unethical, immoral, or even illegal to achieve results of goal figures, showing
serious lack of Integrity. Would the person then still be considered as having a
high level of performance if he or she accomplishes the set objectives and
results? The answer would probably be no. Therefore, with utmost respect, we
propose the implementation of a graphic rating scale, for its simplicity and ease
of use, to rate a few desirable traits of a Digital Marketing Executive.

The Scott Company had developed the visual rating scales in 1920, but
Paterson was the first to make them available to the general public in 1922, and
they have since grown incredibly well-known and well-liked. Today, based on
an employee's performance on the job, desired features and qualities can be
rated using visual rating scales (Lussier & Hendon, 2021; Noe et al., 2019).
Noe et al. (2019) state that this approach "lists traits and provides a rating scale
for each trait; the employer uses the scale to indicate the extent to which an

38
employee displays each trait." In order to score some characteristics thought to
be desired of a Digital Marketing Executive at IVY MODA, we advise using
graphic rating scales.

5.2.2. Rating behaviours: Behavioural observation scales

(BOS)

Latham and Wexley (1977) are credited with developing the behavioral
observations scale (BOS), explaining that "similar incidents are grouped
together to form a behavioral item, and behavioral items which are similar are
grouped together to form a behavioral criterion"; in this case, a behavioral
criterion is also a behavioral observation scale. The BOS, which differs from
the critical-incident technique, "uses all behaviors necessary for effective
performance to rate performance at a task," according to Noe et al. (2019). On
the other hand, we believe that the critical-incident technique and the BOS
method should be tightly related, with the former acting as a practical
foundation for the latter's application.

5.2.3. Measuring results: Management by objectives (MBO)

The definition of MBO according to Noe et al. (2019) is "a system in which
people at each level of the organization set goals in a process that flows from
top to bottom, so employees at all levels are contributing to the organization's
overall goals; these goals become the standards for evaluating each employee's
performance." Alternatively, the MBO technique is described by Lussier and
Hendon (2021) as "a process in which managers and employees jointly set
objectives for the employees, periodically evaluate performance, and reward
employees according to the results." These authors provide significantly
different perspectives on this method of measuring outcomes; While Lussier
and Hendon (2021) place emphasis on setting goals for each individual, Noe et
al. (2019) place emphasis on the organization's overall goals.

39
 As a general rule, however, both the Digital Marketing manager and the
Digital Marketing Executive will jointly set goals that will then serve as the
benchmark against which each telesales rep's performance is evaluated. These
goals should be specific, difficult, and objective if set for the entire organization
(Noe et al., 2019) or SMART if set for departments, departments, and
individuals (Lussier & Hendon, 2021). . The managers then monitor the Digital
Marketing Executive's progress towards the goals by providing periodic
feedback (be it daily, weekly, monthly or quarterly). This is not necessarily
done through a formal performance review; Managers can observe the Digital
Marketing Manager's progress through the quality of their campaigns on a
daily, monthly, and/or quarterly basis and then provide informal feedback. This
is done to ensure that the Digital Marketing Executive is on track and
contributes to the achievement of the brand campaign goals, to let the person
know that his or her performance is then good or in need of improvement. so
that he or she is not taken by surprise during a formal performance review.

We mix them out of respect for their teachings and those of the lecturer.
First, we define a goal for the Marketing division that will serve as a common
aim for all of the department's personnel, including the Digital Marketing
Executive. In order to evaluate the performance of a single Digital Marketing
Executive, we then set individual objectives for each team. This is easier said
than done, however, as different employees typically have different personal
objectives and goals (Lussier & Hendon, 2021). The SMART principle is used
to set the objectives. Information technology systems could be used to
continuously update the outcomes through routine observation.

40
 6. COMPENSATION TYPES

6.1. Definition

The identification of compensation and benefits will be presented as the final

factor in the thorough resource analysis process for the company's marketing
executive position after specifically analyzing the human resources for the job
of digital marketing executive at Ivy Moda.

Compensation is a reward given to a worker for the work they perform

for a company. All of this is included in the employees' pay, which may be
monetary or not. There are two types of compensation: direct compensation and
indirect compensation. While indirect compensation might take the shape of a
welfare benefits program, direct compensation is typically in the form of a wage
or salary (Kadir et al., 2019; Purnama Manurung, 2017).

Benefits are defined as any form of compensation provided by the

company other than earnings or pay, which may be paid in full or in part (Soon
et al., 2008). Benefits are a part of compensation, but the types of rewards that
will be given distinguish them. Benefits are typically supplied in the form of
non-monetary rewards, whereas compensation is typically offered in the form
of monetary rewards.

According to Salisu et al. (2015), compensation is the remuneration that an

employer provides to employees in exchange for their work or contributions to
the firm. Additionally, paying employees is a methodical way to reward them
for their efforts and services by giving them money or other incentives (Berber
et al., 2017). According to Soon et al. (2008), a benefit is any type of
compensation provided by the company aside from earnings or salary and can
be paid in full or in part. Benefits are a part of compensation, but the types of
rewards that will be given distinguish them. Benefits are typically supplied in
the form of non-monetary rewards, whereas compensation is typically offered
in the form of monetary rewards. The terms direct compensation and indirect
41
compensation are also used to describe these two categories of rewards. Direct
compensation can take the form of a wage or salary, whereas indirect
compensation can take the form of a welfare benefits program (Kadir et al.,
2019; Purnama Manurung, 2017).

6.2. Types of compensation for digital marketing executive at Ivy

Moda

In Ivy Moda, the company focuses on providing compensation types that

include both direct compensation, like base pay and bonus pay, and indirect
compensation, such authorized perks and non-monetary prizes. Ivy Moda can
grow its telesales human resources and create methods to find and hire talented
telesales individuals by investing in various sorts of pay.

In terms of direct compensation, the employers must provide base pay for the
marketing staff such as salary stated in the labor contract based on the
agreement agreed between the employees and the employers. Employees can
have specific salaries based on their performance, the current basic salary of
Marketing representatives at Ivy Moda is 15 million per month and the total
average salary can be up to 20 million per month. It is used as the basis for
calculating the payment of insurance premiums including social insurance,
health insurance and unemployment insurance for employees.

Additionally, employees who have the best idea for a marketing campaign,
based on the interactions in online platforms (Facebook, Instagram,
Youtube,...) can receive rewards such as monetary as a bonus pay. The
company paid 100% of the basic salary to employees and retained an annual
salary increase, and paid 13th month salary & bonus according to employees’
performance.

In terms of indirect compensation and non - monetary compensation rewards,

employees will be able to participate in team building, company trips and year-
end parties every year. Furthermore, employees who work effectively and have
42
more break-through ideas, the company will support them to develop other
skills by paying for their intensive study programs and have the opportunity to
be practiced in company - related organizations or abroad. Companies all have
their own development process for each employee to become a management.

First, Digital Marketing Executives are protected by the company's supporting

employees’ policy, stable and sustainable salary and benefit policy. For
instance, the basic salary and bonus paid is fully paid as committed and there
are supporting financial, health care services (cash, food, medicine, etc.) during
difficult times; severance allowance, unemployment allowance; retaining
bonuses on holidays; supplying equipment and technology such as computers
and OneContact Sim with unlimited calls, data package; giving gifts on special
occasions like birthdays, holidays for both employees and even their relatives.
Second, the company offers health care programs for employees including
twelve paid sick leaves per year (day-basis) and for those work under one year
will have the paid sick leave days align with the number of the working months;
appropriate meal treat; giving annual travel. Moreover, female staff are allowed
for maternity leave and receive assistance from the comprehensive accident
and health insurance program during maternity leave like: package birth
services, home care, baby care expenses, etc. Next, Ivy Moda Digital Marketing
Executive have more opportunities to develop and improve themselves with a
good working environment, education and training programs. There will be
orientation training programs for both new and existing staffs like training on
soft skills, knowledge of Ivy Moda.

Finally, Ivy Moda also concentrates on providing great privileges for high
performance and long-term contribution to Digital Marketing Executive.

CHAPTER 03: CONCLUSION

A thorough examination of the human resource pool for digital marketing

executives will help IVY MODA hire better executives while ensuring both
43
quantity and quality. This will significantly advance both the business and the
digital marketing executive as a whole. The job description and job
specification contain extensive details about the activities, responsibilities, and
tasks that the position of Digital Marketing Executive entails, as well as the
knowledge, skills, and other qualities that are required in line with that position.
They provide guidance for management in order to carry out other HR efforts
including planning, hiring, training, reviewing performance, and compensating.
They also assist people in comprehending the nature of the job and how to
perform it effectively.

After having examined the various external and internal factors, we

predict that the company may experience a labor surplus in Digital Marketing
Executive. To cope with this situation, we recommend that IVY MODA
implement downsizing, pay reduction measures, and a combination of hiring
freeze, transfers and retraining as these options could result in rapid decline for
the redundant Digital Marketing Executive human resources while maintaining
a fairly good Digital Marketing Executive and positive reputation for the
company.

To improve organizational performance, it’s essential to have the “right”

employees. First, we identified the elements that affect the recruitment
activities for IVY MODA Digital Marketing Executive's through examining
the job vacancy characteristics, traits and behaviors of recruiters, and potential
recruitment sources related to the job position and the organization. Next, we
propose IVY MODA utilizing the Multiple Hurdle Selection method to
determine the best candidates to appoint to the position of Digital Marketing
Executive.

Effective human resource management necessitates quality performance

appraisal. It helps management at IVY MODA monitor the progress of the
individual Digital Marketing Executive toward the accomplishment of

44
organizational goals, evaluate his or her performance, and then make evaluative
and developmental decisions as regards the employee. Therefore, performance
appraisal should be designed in a way that is closely associated with the
essential functions of a job, promotes two-way communication between
management and employees, and helps the employee to improve performance.
We recommend an annual formal performance appraisal meeting, accompanied
by periodic–monthly and quarterly–performance reviews and regular informal
feedback. As regards performance measures and methods, we combine
management by objectives, graphic rating scales, critical incidents method and
behavioral observation scales, and simple/individual ranking to cope with
external factors more effectively, and enhance the objectivity of evaluating
performance of a IVY MODA's Digital Marketing Executive

Compensation and benefit is an important final procedure in the in-depth

human resources analysis of Digital Marketing Executive which is considered
as a strategic way to attract, retain and develop talented employees and motivate
employees to contribute their effort to the achievement of the company's goals.
IVY MODA Digital Marketing Executive will receive compensations
commensurate with their performance which are demonstrated through basic
pay, commission as direct compensation and non-monetary rewards as indirect
compensation. These types of compensation are widely applied in the
Marketing and invested by IVY MODA to create the best possible benefit
value, fairness for Digital Marketing Executive employees so that they can
assert their value and devote more to the company's human resources.

45
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 MEMBER EVALUATION

GROUP MEMBER EVALUATION FORM

Class: 23D1MAN50204801 Group: 6

Student 1: Nguyễn Thiên Kim Thịnh Final score: 100%

Student 2: Lâm Quế Hoa Final score: 94%
Student 3: Ngô Nữ Nhật Linh Final score: 95%
Student 4: Nguyễn Trần Quỳnh Như Final score: 98%
Student 5: Thái Thanh Thảo Trang Final score: 90%
Student 6: Trần Hoàng Trang Final score: 95%
1 2 3 4 5 6 Criteria

30 30 29 30 24 27 Quality of work (30%)

25% - 30%: High quality

19% - 24%: Good quality

13% - 18%: Fair good quality

7% - 12%: Average quality

Below 7%: Under accepted quality

20 16 19 18 19 19 Attitude (20%)

16% - 20%: Always attend meetings and actively

participate in the discussion

11% - 15%: Miss some meetings with prior notice and

actively participate in the discussion

6% - 10%: Miss meetings without notice and rarely

participate in the discussion

Below 5%: Poor working attitude

50
20 20 19 20 18 20 Teamwork (20%)

16% - 20%: Good teamwork, always cooperative and

support other members

11% - 15%: Good teamwork, cooperative and sometime

support other members

6% - 10%: Generally work with other members

Below 5%: Difficult to approach and uncooperative

15 15 15 15 14 14 Planning and organization (15%)

12% - 15%: Take initiative roles in the planning and

organizing of works

8% - 11%: Did fair share in planning and organizing

works

4% - 7%: Did some planning and organizing works

Below 4%: Did not participate in the planning and

organizing activities

15 13 13 15 15 15 Meeting deadline (15%)

12% - 15%: Submit work before deadlines

8% - 11%: Miss one or two deadlines with proper

explanation

4% - 7%: Miss deadlines without explanation

Below 4%: Poor in meeting deadlines

51