Introduction and the current context at VPBank
About VPBank and recent achievements 4
Vietnam Prosperity Joint-Stock Commercial Bank (VPBANK) has been a key player in the Vietnamese banking sector for 25 years Over the past five years, the bank has experienced significant growth, increasing its charter capital from VND 5,770 billion in 2012 to VND 15,706 billion in 2017 VPBank now operates more than 215 branches and employs approximately 12,000 staff members, including both official employees and collaborators.
In 2018, VPBank is listed in the top 40 most valuable brands in Vietnam, ranked
VPBank ranks 13th with a brand value of USD 99.2 million, surpassing other joint stock commercial banks in Vietnam In 2017, it received multiple accolades, including the “Best Unsecured Lending Product in Vietnam” and “Best Digital Banking Initiative in Vietnam” from Asian Banker These awards highlight VPBank's successful commitment to retail banking, leveraging advanced technology and digital applications.
In the next five years, VPBank aims to maintain its position as one of the top three leading retail joint-stock commercial banks, pursuing sustainable yet aggressive organic growth while prioritizing digital banking solutions for retail customers and small to medium enterprises.
Technology advancement at VPBank 4
As VPBank expands nationwide, it encounters significant challenges in workforce management and operational costs To address these issues, the bank has established robust organizational, human resources, technology, and operational systems By 2017, key systems such as the SAP System for Human Resources, Finance, and Administration, as well as the LOS and T24 systems for loan operations and auto approvals, were fully implemented Additionally, the IT division functions as a comprehensive IT service organization However, with a workforce exceeding 12,000 employees, the ongoing challenge remains to ensure that all employees remain aligned and engaged.
Extensive training fosters a sense of trust and investment among employees, leading them to commit to and contribute to the organization with the knowledge and skills they acquire, as noted by Akyüz et al.
The importance of human resources management at VPBank 5
The HR Strategy Model emphasizes the importance of aligning human resources management with organizational goals At VPBank, recent significant growth has made it increasingly challenging to manage human resources effectively, particularly in areas such as training and development, recruitment, and staffing.
Considering characteristic of banking operation, there are complicated products and procedures as well as banking specialization that needed training
Internal fraud and regulatory breaches can occur unknowingly among employees, sometimes necessitating investigations by authorities Recent fraud cases in Vietnam's banking and financial market have raised concerns among employees, resulting in increased workforce fluctuations Fulbert (2008) emphasized that effective banking regulation not only prevents crises but also fosters economic growth and stability.
VPBank's focus on retail customers, encompassing both unsecured and secured loans, presents heightened risks in banking operations and human resources management While the bad debt from retail loans may seem minor relative to the bank's overall size, the cumulative effect of numerous small debts can lead to significant issues Comprehensive training for personal bankers on banking operations, products, and associated risks can substantially reduce total bad debt Additionally, a dedicated collection team is essential for effectively managing pre-due and ongoing debts, requiring specialized skills The challenge for human resources management lies in effectively overseeing these teams while ensuring appropriate compensation.
6 fringe benefits for retaining the work force (i.e training & development), but also manage it with minimum cost for the bank
VPBank is a dynamic organization characterized by a youthful workforce, with over half of its employees under the age of 30 and management possessing only 3 to 6 years of experience The recruitment process is rigorous and selective, allowing only fresh graduates who pass an independent test or candidates with a minimum of one year in the financial or banking sector to interview The selection panel, comprising hiring managers, their superiors, and HR representatives, evaluates candidates for available positions Expectations differ between fresh graduates and experienced professionals; while the former seek opportunities for learning and development, the latter prioritize gaining relevant experience.
In 2011, employers were failing to meet the expectations of graduates, prompting them to seek alternative job opportunities As VPBank aims for sustainable development over the next five years, human resource managers must devise strategies to align the expectations of young employees with cost-effective human resource practices to enhance profitability.
Symptoms and problem identification at VPBank
Symptoms of problem in human resources management at VPBank 6
According to the 2017 Navigos Search Annual Report, 43% of surveyed banks reported a turnover rate between 11% and 20%, while only 11% had a turnover rate exceeding 20% In a small banking market with fewer than 20 banks, this indicates that only 2 banks have a turnover rate above 20%, with VPBank being one of them Alarmingly, VPBank's turnover rate reached 23% last year, highlighting significant challenges in employee retention.
VPBank's turnover rate is notably higher than the market average of 11-20%, indicating a need for comprehensive analysis to address this issue effectively.
VPBank's recognition as a leading employer in Asia in 2017 highlights its strong brand; however, an increase in employee turnover could negatively affect its reputation, making it less appealing to potential hires and leading to organizational instability.
Figure 1: Navigos Search Annual Report
2.1.2 Turnover intention occurred mostly in junior levels
From 2015 to 2017, the turnover rate in the bank showed a steady increase, rising from 17.2% in 2015 to 20.07% in 2016, and reaching 23.04% in 2017 This trend, illustrated in Figure 2, indicates that the bank's transformation has had a short-term impact on its workforce However, given the limited availability of labor resources in the banking sector, this issue is unlikely to persist in the long term.
Turnover rate at below 5% Turnover rate from 5% to 10%
The turnover rate has increased from 11% to 20%, indicating a significant rise in employee turnover This change highlights the need for organizations to address retention strategies to maintain a stable workforce.
Figure 2: Turnover data in VPBank
In the turnover analysis of departing employees, as illustrated in Figure 3, junior-level employees with less than three years of experience accounted for 83.39% of all leavers in the first half of 2018 This indicates that out of every 10 employees who left, 8 were in junior positions Notably, this figure represents a significant increase from 2017, when junior employees comprised only 66.62% of total exits.
Figure 3: Turnover segmentation at VPBank
Junior levels Senior levels Manager levels
The article discusses various educational levels, including junior, senior, and manager levels, while also mentioning the importance of downloading the latest thesis materials It emphasizes the need for updated resources for graduate studies and highlights the significance of academic research in advancing one's career.
The human resources report indicates a concerning turnover intention among junior employees at VPBank, signaling the need for the HR division to investigate the underlying causes of this brain drain This trend could lead to increased operational and HR management costs As illustrated in figure 4, the recruitment-to-turnover ratio shows that for every 1.6 new hires, one employee exits, with this rate dropping to 1.17 in the first half of 2018, suggesting that nearly every new hire is merely replacing a departing employee With a planned increase of over 2,100 new employees in 2018, the high turnover rate poses a significant risk to the bank's growth objectives.
Figure 4: Recruitment replacing for exiting cases
Potential problems in human resources management at VPBank 9
An in-depth survey should be conducted to understand the reasons behind employee departures Qualitative research will focus on interviewing six employees who have recently submitted their resignation applications.
A study utilizing open questions and semi-structured interview guidelines revealed that six departing employees expressed dissatisfaction with the training program for new hires, highlighting inadequate product and procedure training Additionally, concerns regarding their income significantly influenced their decision to leave the organization.
Ms Hang noted that credit officers find it easier to identify unsuitable customer segments, leading to an increase in bad debt from those unable to make timely payments Additionally, she expressed that the lack of product training contributes to her demotivation at work.
Due to her low performance results, she will not receive the promised graduation download.
10 income she could gain should she reach the sales target The easy way for her as junior officer is to find another job with less challenge and more income
Ms Ngoc, a former employee of VPBank, cited her salary as the primary reason for her departure after two years of excellent performance She felt undervalued, especially since her compensation was lower than that of her friends at other banks, leading to a lack of motivation to continue working hard She believed that her only opportunity for a salary increase would come from securing a similar position at a different bank This sentiment was echoed by other interviewees, who expressed that their salary expectations were significantly higher than their current earnings.
Mr Trong, a marketing officer, anticipated gaining valuable experience and on-the-job training after graduation, but he faced inadequate training, resulting in low productivity and departmental misunderstandings Similarly, Ms Trang, with less than a year of experience, sought training to navigate the complex transaction processes However, due to a heavy workload, she received no formal training and was thrust into the system, which jeopardized her productivity and outcomes, ultimately leading her to resign.
In the past six months, over 1,400 employees have left the company, leading to significant internal and external repercussions Internally, increased turnover raises operational and management costs while diminishing employee motivation, as remaining staff must take on additional responsibilities Externally, the company's employer brand suffers due to the high turnover rate, making potential candidates hesitant to apply, fearing internal instability.
Figure 5: Initial Cause – Effect Map
The analysis of data from human resource management and employee interviews reveals that ineffective training programs and uncompetitive salaries are significant issues contributing to employees' intentions to leave the organization.
2.2.3 Theoretical framework regarding employee's turnover intention
According to Akyüz et al (2015), there are some factors that have significant impact on turnover intention in the organization, one of them is extensive training
The banking sector is rapidly evolving due to technological advancements When employees receive updated knowledge and advanced training, they are less likely to leave their organizations, feeling more invested and confident in contributing to an innovative environment However, new graduates often have higher expectations than what organizations can offer, leading to lower commitment as they seek better opportunities for growth.
Providing employees with adequate and valuable knowledge enhances their job satisfaction, which can lead to increased retention and longer tenure within the organization.
Heng-Yi Chen (2005) emphasizes that organizations can enhance the intrinsic value of their employees by implementing training programs alongside transparent performance appraisals and rewards This approach not only motivates employees but also fosters a strong commitment to creating value While training is a long-term investment with results that may not be immediate, setting clear objectives and providing necessary tools typically inspires employees to work diligently towards achieving their KPIs following successful training sessions.
Research by Chen indicates a significant link between employee commitment and monthly salaries When employees are satisfied with their income, they tend to focus more on their work rather than financial concerns Conversely, if they feel undercompensated, they are likely to seek better opportunities Job satisfaction emerges as a crucial factor for retaining employees, as not all individuals prioritize salary; many, particularly junior staff, seek experience and knowledge However, organizations must implement strategies to identify top performers and adjust their salaries accordingly, especially if they are lower than those of their peers.
The management style significantly influences employee retention at VPBank, the fastest growing bank in the market With a high demand for human resources and opportunities for potential leaders, some inexperienced team leaders struggle to recognize and support their employees effectively.
Employees often leave their jobs in search of a more suitable mentor when they are uncomfortable with the leadership style Khalid (2016) demonstrated a significant relationship between leadership and employee retention, highlighting that job satisfaction mediates this connection The leadership style directly influences the working environment, and when employees receive rewards and recognition, they are more likely to feel motivated and satisfied in their roles Consequently, a strong commitment to their leader fosters a deeper commitment to the organization as a whole.
In a related study, Mozammel (2016) emphasized the importance of downloading the latest thesis materials, highlighting the need for accessible resources for academic research.
Central problem identification 14
VPBank is currently facing a high turnover rate among junior-level employees, which may not be primarily attributed to unethical leadership styles The departures appear to be random across the nation rather than concentrated in specific branches or departments Additionally, the bank's clear mission, vision, and long-term strategy set by the board of directors and CEO suggest that the influence of mid-level managers' leadership styles is limited to small groups of individuals.
According to the Mercer salary survey, VPBank's salary range is positioned in the middle of the market, indicating that the bank's management does not offer higher salaries than most competitors to attract potential candidates.
VPBank prioritizes creating a positive work environment for its employees, offering competitive performance-based rewards Employees who meet their targets are eligible for monthly and annual bonuses, which can significantly enhance their overall income.
Employees at this bank can earn a monthly salary that exceeds the average offered by other banks However, if they fail to meet their performance targets, their salary may decrease, leading to potential demotivation In such cases, employees have the option to leave the company due to their inability to achieve the key performance indicators (KPIs).
The primary issue identified is the ineffective training program within the organization, which fails to adequately equip employees with essential knowledge of the banking system This deficiency leaves new employees feeling overlooked and intimidated by the complex systems and products, particularly in the retail banking sector An effective training program is crucial for fostering confidence and competence among staff.
Employees lacking updated training on systems and procedures are less likely to achieve their goals effectively Insufficient knowledge of the bank's regulations increases their risk while performing their duties.
In retail banking, it is essential to prepare employees on product policies and regulations, as customers range from blue-collar workers to white-collar professionals This preparation ensures that staff are equipped to handle daily operations effectively.
Definition of "Effective training"
Training has long been a fundamental concept in human resource management, embodying the idea of effectiveness, which refers to achieving desired outcomes As defined by the Oxford Dictionary, "effective" signifies success in producing intended results.
2005, effective training also means “a process that enables learning and development to occur and thus performance to improve”.
Justify the existence of ineffective training program Error! Bookmark not defined.5
Current training program at VPBank 15
The training program at VPBank is currently basic and lacks adequate follow-up after sessions It consists of two types of training: orientation for new employees and product training for sales roles in retail and SME banking.
Orientation training, held once or twice a month, provides essential information on company culture, internal regulations, and anti-money laundering practices, concluding with tests for attendees However, with over 200 new employees joining at various times each month, the training fails to meet its intended purpose Consequently, newcomers often feel unwelcome and are reluctant to participate in the training after their first month with the company.
In an in-depth interview, Ms Huyen Trang shared her experience of joining VPBank at the beginning of the month, but only attending orientation at the end She expressed concerns about the training she received from her buddy and superior, stating that it was insufficient and lacked clarity Working in the transaction department, she interacts with customers daily and faces complex procedures and documentation Ms Trang emphasized her discomfort in performing her job without a clear understanding of banking regulations.
Product training for sales personnel occurs bi-monthly, posing challenges for newcomers who must meet their probation targets Continuous training and follow-up assessments for roles like personal bankers and credit approval officers are essential to maintain loan quality and mitigate bad debt risks Ms Do Minh Hang expressed her concerns, stating that despite being accepted for a permanent position, the delayed training left her feeling demotivated as she struggled to meet her targets She emphasized the need for more effective training to help achieve her KPIs and highlighted the difficulties of navigating the bank's complex rules without proper guidance Proper initial training is crucial to minimize risks and ensure a comprehensive understanding of the bank's products.
Employees at VPBank express dissatisfaction with the current training program, indicating a need for improvement However, additional data and information are required to substantiate this claim The subsequent section will highlight the shortcomings of the training program at VPBank.
Quantitative research and results 17
To enhance training effectiveness, an in-depth survey should be conducted to gather feedback from departing employees regarding their reasons for leaving and their experiences with the training program at VPBank The qualitative research will involve interviews with six employees who have recently submitted their resignation, providing valuable insights into their perspectives on the training initiatives.
Using open questions with semi-structured interview guidelines, the research shows the three most potential problems are unethical leadership style, ineffective training program and uncompetitive monthly salary
After finding out these potential problems, the quantitative research is conducted with randomly picked around a hundred persons already announce their leaving
Using likert-type survey questions, the central of the problem in human resources management at VPBank would be discovered
According to the survey result, 83 percent of surveyed persons are at the age of under
A significant portion of employees at VPBank, specifically 30% and 68%, have less than one year of service With monthly salaries ranging from 5 to 10 million VND, 24% of those surveyed expressed dissatisfaction with their salary and bonus structure.
38 percent of this leaving group are because of training and development factors
A significant 70 percent of employees at VPBank rate the training and development programs as poor, which is notably higher than the 58 percent who evaluate the leadership style negatively Additionally, around 65-67 percent of employees view the salary, bonuses, and benefits as neutral.
In a recent survey, less than 10 percent of employees perceived their leaders as unfair and unsupportive, while the majority rated their leadership positively or neutrally Additionally, 45 percent of respondents expressed neutrality regarding their salary.
18 and bonus policy, as well as more than 30 percent of them feel quite satisfy with their salary
Training and development at VPBank show room for improvement, as 55% of departing employees express concerns about the clarity of orientation training Additionally, 23-37% of these individuals do not find product training and soft-skills training effective, despite a general consensus that the training locations, trainers, and schedules are accessible and convenient.
The detailed results of the quantitative survey are provided in the support information part for more references
In conclusion, both qualitative and quantitative research indicate that VPBank's primary challenge in human resource management is the ineffective training of junior-level employees Given that a significant portion of the workforce consists of younger individuals, it is crucial for human resource managers to identify effective strategies to retain this vital group of employees.
Justify the importance of effective training program
Decrease productivity 18
Effective training is crucial for enhancing productivity, as noted by Punia (2011) Conversely, inadequate training can lead to decreased productivity, as employees may perceive irrelevant sessions as a waste of time This lack of engagement can result in diminished motivation and overall work inefficiency At VPBank, ineffective training hampers employees' ability to understand product offerings, preventing them from recommending suitable solutions to customers Consequently, this leads to challenges in closing deals and achieving key performance indicators (KPIs), with each salesperson typically managing 5-10 KPIs across various products For instance, in retail banking, a salesperson must navigate eight distinct KPIs for each product.
Waste of money & resources 19
products, as well as theirs functionalities, it must be extremely hard for them to sell anything to the customers
3.2 Waste of money and resources
Training programs can be a significant financial burden for organizations, particularly if they fail to deliver effective results, leading to wasted resources such as operational costs and employee time (Punia, 2011) At VPBank, each training session requires a minimum of 20 to 30 participants, with costs reaching approximately 5 million VND per session This expense encompasses operational costs, trainer fees, document preparation, refreshments, and necessary facilities (see Appendix 2 for more details) Ineffective training not only incurs costs for the company but also detracts from employees' time that could be better spent generating profits for the bank If training sessions do not provide valuable insights, they ultimately waste the efforts of all participants involved.
Employees become the biggest liability 19
As referenced from Punia (2011), without the right training, Bartram and Gibson
(2000) believed that employees can become the company’s liability It can directly applied to the banking sector Financial products are complicated and legal related
If creditors fail to comprehend the policy, they may be unjustly accused of fraud Additionally, with approximately 200 new employees joining each month, inadequate organization and delivery of orientation, product training, and process/system training can hinder their ability to adhere to bank regulations, potentially resulting in more issues for the bank instead of increased profits.
Identify potential causes of ineffective training
According to Ajmer (2011), the absence of effective training methods can lead to trainees struggling to engage with the program, resulting in decreased motivation during and after the training This lack of proper mentorship significantly impacts training outcomes At VPBank, to reduce costs, managers are often invited to serve as trainers, which may not always yield the best results.
Many employees excel in achieving their targets, yet they often lack effective training techniques This gap in skills can result in difficulties in fully understanding the essential information presented during training courses.
Investing in capital and developing comprehensive training programs is crucial for banking systems, where numerous procedures and products require specific skillsets for employees to perform effectively This training process is holistic, extending beyond mere courses to encompass a full-circle approach This is particularly relevant for VPBank, which targets mass customers in retail and SME banking, offering a variety of products within each segment With the introduction of auto and central approval systems, personal bankers must not only master product sales but also understand the operational aspects of document processing for final credit approval.
Choosing the wrong type of training can lead to ineffective outcomes To avoid this, it is essential to conduct a Training Needs Analysis before planning any training program (Ajmer, 2011) Without this analysis, the training may not equip employees with the necessary skills they aim to acquire A well-structured training program should encompass a variety of formats, including online training, direct training, interactive sessions, and one-on-one mentoring or coaching.
Effective human resources management must evaluate the appropriate training methods to achieve optimal results, as different techniques are suited for various situations and types of participants.
Final Cause - Effect Map
In conclusion, there is a notable connection between ineffective training and the intention to leave at VPBank, which could severely affect the organization, as illustrated in Figure 7.
Figure 7: Final Cause – Effect Map
To achieve sustainable development from 2017 to 2022, VPBank recognizes the importance of retaining a skilled workforce To effectively motivate the younger employees at the bank, it is essential to revise and enhance the training program to align with the bank's new strategic direction.
Training Center must be restructured
The Training Center has been established with a structured leadership that includes a Head of Training Center overseeing two key roles: trainers and training supporters who handle administrative and organizational tasks The training programs offered are tailored to meet specific business requirements.
The suggested new structure would be as below:
Each function would take different responsibility in the training process for more effective training and development:
The training business partner collaborates with business unit heads and managers to identify employees' training needs, focusing on essential skills and knowledge across various functions, as highlighted by Narasimhan For instance, employees in the operations division require regular training to stay updated on new products and systems Customer service representatives (CSRs), who handle 50 to 80 transactions daily, must ensure compliance with bank regulations, making it crucial for supervisors and transaction managers to assess their training requirements The training business partner works closely with these managers to propose effective training solutions Quarterly training programs for CSRs, including newcomers and current employees, will have clear objectives and online assessments, ensuring that only those who pass can operate the system, while others will need to retake the training and tests.
Furthermore, Narasimhan also mentioned organization needs This is about the organization’s directions and business unit’s objectives Depend on the
Training suporters and organizers tot nghiep down load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
23 characteristic of the business unit, the training business partner would have to consult on the training program that match the organization needs with professional needs
The basic formula to calculate the need is as below:
Need = Standard performance - Actual performance
After collaborating with the business unit manager to identify training needs, the training business partner will team up with the program designer to create tailored training programs for employees VPBank currently offers two types of training courses: orientation for new hires and product/process training To enhance the program, it is essential to incorporate soft skills and required competency training Training courses will be designed based on actual needs and can be coordinated across multiple functions to optimize time and costs According to Narasimhan, designers are responsible for not only creating effective training materials but also developing methods to assess the training's effectiveness He emphasizes that having clear objectives and evaluation methods significantly boosts the training program's effectiveness.
Training organizers play a crucial role in coordinating training programs and collaborating with trainers to achieve optimal results Utilizing internal trainers, who possess a deep understanding of the company's culture and processes, can significantly reduce costs while providing valuable insights, especially for junior employees The organizers, also acting as facilitators, are responsible for managing all logistical aspects of the training, including venue selection, documentation, catering, and necessary facilities such as internet access and parking.
The proposed cost for the new structure indicates a slight increase in personnel from 8 to 10 individuals Additionally, due to the more complex responsibilities associated with these positions, the annual hiring cost rises from 1.38 billion to 2.21 billion.
Personnel Details HR Cost per year (VND)
The new structure of the training center offers several benefits, including clearer objectives and responsibilities for staff It facilitates an end-to-end training process that prioritizes the business unit's interests Additionally, the structure allows for the active design of training programs tailored to the organization's needs, moving away from outdated documents and methods.
Disadvantages of new structure: o Difficulty in transformation of working culture with the new structure o Higher cost of operation/ human resources
Digitalizing training programs
Effective training hinges on recognizing the needs of both the organization and its employees However, mere understanding is insufficient for success.
25 should invest more on training for employees in general, junior employees’ specifically, to enhance employee’s performance and organizational effectiveness and (Singh&Paliwal, 2014)
Considering the number of new employees who needs training every month (around
To enhance training effectiveness and ensure compliance with bank regulations, it is essential for human resource managers and training center heads to implement innovative training methods, particularly for the 200 new employees undergoing orientation E-learning, which digitalizes training programs, has been identified as a crucial strategy for gaining a competitive advantage in the banking sector, as confirmed by Comacchio et al in 2004 Given the high demand for training at VPBank, leveraging technological advancements is the most effective approach, despite initial costs, as it will ultimately bolster the bank's reputation in the market.
The proposed cost to function the E-learning system: o The cost of new system: 1.6 billion VND o The cost of operation:
Documents design: included in the fee for the new system
Test design: free upload on the system (using the available question bank, no need to create new test)
Payment for trainers: not needed anymore
Other fees for training facilities: not needed anymore
It could clearly be seen that with the operation of E-learning, it would save the bank various added administrative costs such as facilities, document printings, etc
Especially the E-learning system provide the timely training sessions for individuals
Employees can now complete mandatory training programs online, allowing them to study and take tests at their convenience without waiting for in-person sessions.
E-learning systems offer significant benefits, including reduced operational costs for training programs and easy access for all employees They facilitate better control over test results and effectiveness, ensuring that training is both immediate and timely This approach enhances employees' capabilities, allowing them to advance their skills without the delays associated with traditional physical training programs.
E-learning systems present certain disadvantages, such as the loss of opportunities for employees to connect and interact with colleagues across various functions and departments Additionally, online training programs may fall short in conveying essential information, particularly in situations where experiential learning is more beneficial than theoretical knowledge.
Decide on the method of training
Utilizing the current training center’s workforce
propose the proper training for functions with the same characteristics For example, the training for negotiation skills and deal finalizing skills can be provided
1.3 Utilizing the current training center’s workforce
The proposed restructuring of the training center aims to increase the workforce from 8 to 10 employees However, implementing the new online system may lead to redundancy in human resources The revised structure, taking into account the integration of E-learning, will be outlined accordingly.
Personnel Details HR Cost per year (VND)
Without E-learning system 8 persons 5 trainers
1 IT operator of the system
The above estimation excludes the initial investment of 1.6 billion VND for the E- learning system and the training & designer fee for internal/external trainers.
Detailed action plans
To successfully implement the new system and organizational structure, the human resources management will require significant time and effort The proposed timeline for the training center transformation is outlined in the table below All training organization and preparation details will be executed meticulously in accordance with banking regulations (see appendix 5).
Working with Business Unit to figure out professional needs and organization needs
Designer & HR in charge of onboarding process
3.2 Layout for product/process training
3.3 Upload online documents and tests Training supporters 1
3.4 Trial test in Human resources division
All employees in HR Division do the tests and give feedback
The trial run of the E-learning system is designed to train supporters effectively Participants can download the latest materials and access comprehensive resources to enhance their learning experience For further assistance, please contact us via email.
3.6 Official run of E-learning system
4 Establish interactive training courses Training Business
4.1 Layout for each competency training course
4.2 Trial run interactive training courses Training supporters
4.3 Official run interactive training courses Training supporters
2 tot nghiep down load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
Research Objective: This survey is to figure out the in-depth reasons of employee's leaving intention based on some main characteristics in human resources management
Good afternoon, thank you for taking your time to join this interview Would you mind introduce about yourself (Full name, current title and working experiences)
I understand that you have chosen to leave our company, and I would appreciate the opportunity to discuss your decision Could you please share the reasons behind your choice to resign at this time?
Three aspects that contribute to employee satisfaction in the workplace include competitive salary and bonuses, comprehensive benefits, and opportunities for training and development A fair compensation package, along with attractive bonuses, ensures that employees feel valued for their contributions Additionally, robust benefits such as health insurance and retirement plans enhance overall job satisfaction Furthermore, access to training and development programs fosters professional growth, allowing employees to advance their skills and careers, which ultimately leads to a more engaged and motivated workforce.
Many employees express dissatisfaction with their salary and bonus structures, feeling that compensation does not align with their contributions Additionally, concerns about limited benefits and inadequate training and development opportunities hinder professional growth Lastly, the leadership style and employee relations often contribute to a challenging work environment, impacting overall job satisfaction.
5 What can the bank do to change your mind on leaving the company?
6 Would you mind introduce your friends working for the bank as a good working environment? Why?
7 If you are rehired to work for our bank, what position do you want to take?
Thank you for your time and willingness to share If we have any further questions, may I reach out to you via your phone number or email?
INTERVIEWEES’ PROFILE IN QUALITATIVE RESEARCH
1 Ms Do Minh Hang Personal banker, Retail
1 year working experiences who starts at VPBank as fresh graduates
2 Mr Nguyen Trong Phu Relationship Officer,
2 years working at VPBank in SME Division
3 Mr Tran Tuan Hieu Credit appraisal officer
3 years working at VPBank in unsecured lending appraisal department
Less than 1 year working at VPBank in transaction department
Customer representative officer, Ben Thanh Branch
2 years working a VPBank at transaction department
6 Mr Pham Tan Trong Marketing officer
I have one year of experience working in the Marketing Department at VPBank I am seeking to download the latest thesis related to my field Please contact me at my Gmail for further information.
SURVEY OF EMPLOYEES WITH LEAVING INTENTION AND RESULTS FOR QUANTITATIVE RESEARCH
Age ¨ = 30 years old and < 40 years old ¨ >40 years old
>= 30 years old and < 40 years old
Result: tot nghiep down load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
3 How long have you worked for VPBank?
4 What is your monthly income?
Working period at VPBank ¨ 5 years
Income categories include: less than 5 million dong, 5 to 10 million dong, 10 to 20 million dong, and over 20 million dong For the latest thesis downloads and academic resources, please contact via email at vbhtj mk gmail.com.
5 Why do you want to leave your job at VPBank?
REASON FOR LEAVING tot nghiep down load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
6 What is your valuation for these factors?
Factors Very bad Bad Neutral Good Very good Salary and bonus
Benefits Training & Development Leadership Style
Bad Neutral Good Very good
Development Benefits Salary and bonus tot nghiep down load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
7.What is your evaluation rank for your satisfaction of these factor?
( 1-5: from very unsatisfactory to very satisfactory)
Benefits 5 tot nghiep down load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
8 How would you evaluate about salary and bonus policy at VPBank?
Strongly disagree Disagree Neutral Agree Strongly
The salary policy is clear 22% 48% 22% 8%
My salary and bonus reflect promtly how I contribute to the bank 29% 33% 34% 4%
I am satisfy with my salary and bonus 19% 45% 28% 8%
The salary policy is clear
My salary and bonus reflect promtly how I contribute to the bank
I am satisfy with my salary and bonus
Salary and Bonus Policy Evaluation
Agree Neutral Disagree Strongly disagree tot nghiep down load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
9 How would you evaluate about Leadership style at VPBank?
Strongly disagree Disagree Neutral Agree Strongly
Agree The working resources are adequate all team members
My boss is fair with all employees
My boss supports me to develop my career path
The working resources are adequate all team members
My boss is fair with all employees
My boss supports me to develop my career path
Agree Neutral Disagree Strongly disagree tot nghiep down load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
The bank provide clear orientation from the beginning
The product & policy training courses are helpful for my work
The soft-skill training courses are limited and only provided to management level
Time arrangement for training courses are suitable and easy for employees to arrange
The venue of training courses are easy to access and proper facilitated
The trainers are professional and resourceful
Agree Neutral Disagree Strongly disagree
10 How would you evaluate about the training and development at VPBank?
Strongly disagree Disagree Neutral Agree Strongly
The bank offers clear guidance from the outset, and the training courses on products and policies are beneficial for my role However, the availability of soft-skill training is restricted, as it is only accessible to management-level employees.
Time arrangement for training courses are suitable and easy for employees to arrange
The venue of training courses are easy to access and proper facilitated
The trainers are highly professional and resourceful, providing the latest comprehensive resources for academic success.
11 In your opinion, what do you think that X bank need to change? ( can choose many options)
Increasing salary and bonus ishing training and development program for each position
Doing more leadership style evaluation x
Create program to retain employees x
Establishing training and development program for each position x
12 Would you mind introduce your friends working for the bank as a good working environment? Why?
Introduce your friends to VPBank for exclusive benefits and opportunities Stay updated with the latest information and resources available For inquiries, please contact us via email at vbhtj mk gmail.com.
Rejoin with VPBank ¨ Front-office position ¨ Middle-office position ¨ Back-office position ¨ No
13 If you are rehired to work for our bank, what position do you want to take? And why?
No tot nghiep down load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
Akyỹz, Kaya, and ệzgeldi (2015) conducted an empirical study examining the impact of human resource management practices and organizational climate on turnover intention within the Turkish banking sector Their research, published in the IIB International Refereed Academic Social Sciences Journal, highlights the significant relationship between effective HR practices and a positive organizational climate in reducing employee turnover intentions.
(2) Kshirsagar SR Employee Exit and its Effect on Private Sector Banks of Aurangabad Region Sumedha Journal of Management 2016 Jul; 5(3):70-80
In their 2016 study, Khalid, Pahi, and Ahmed explore the critical issue of employee retention within the banking sector of Hyderabad Sindh, Pakistan The research investigates the role of leadership in retaining top talent, highlighting the challenges faced by organizations in maintaining their best employees The findings emphasize the importance of effective leadership as a mediating factor in addressing employee turnover.
(4) Mozammel S, Haan P TRANSFORMATIONAL LEADERSHIP AND EMPLOYEE ENGAGEMENT IN THE BANKING SECTOR IN BANGLADESH The Journal of Developing Areas 2016; 50(6):43-55
(5) Vispute S RECRUITMENT STRATEGY AND EMPLOYEE RETENTION IN INDIAN BANKING AND INSURANCE SECTOR International Journal of Arts
(6) Fulbert Tchana Tchana Implications of banking *regulation for banking sector stability and welfare Ann Arbor: Universite de Montreal (Canada); 2008
(7) Lin C, Liu M Examining the effects of corporate social responsibility and ethical leadership on turnover intention Personnel Review 2017; 46(3):526-550
(8) Chopra VGN The impact of job characteristics and personality on organizational commitment: Differences between managers and non-mangers Indian Journal of Health and Wellbeing 2014 02; 5(2):188-194
(9) Punia BK, Saharan T Management Approach and Conditions of Training: A Relative Study of Service and Manufacturing Industries Vision 2011 09;
15(3):239-250 tot nghiep down load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
(10) HR CHALLENGES OF BANK EMPLOYEES WITH SPECIAL REFERNCE TO TRAINING AND DEVELOPMENT PROGRAMMES IN STATE BANK OF INDIA Economic Challenger 2011 01
(11) Bluckert P The foundations of a psychological approach to executive coaching
(12) Heng-Yi Chen The study of differential relationships between human resource practices and organizational commitment: Private banking industry in Taiwan Ann Arbor: University of the Incarnate Word; 2005
(13) Jusoh M, Simun M, Siong CC Expectation gaps, job satisfaction, and organizational commitment of fresh graduates Education & Training 2011;53(6):515-530
(14) Narasimhan GV, Ramanarayanan CS ANALYSIS OF TRAINING NEEDS ASSESSMENT AND IMPLEMENTATION - A COMPARATIVE STUDY OF PUBLIC AND PRIVATE SECTOR BANKS Indian Journal of Commerce and Management Studies 2014 09;5(3):71-79
(15) Comacchio A, Scapolan A The adoption process of corporate e-learning it Italy
Education & Training 2004;46(6):315-325 tot nghiep down load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
Appendix 1: HR Strategy Model tot nghiep down load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
Appendix 2: Reference on training cost tot nghiep down load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
Appendix 3 provides a comprehensive overview of the training costs at VPBank, detailing the financial investments associated with employee development and skill enhancement This information is crucial for understanding the bank's commitment to fostering a knowledgeable workforce For the latest updates and full details, please refer to the provided resources.
Appendix 4: Commitment required of trainees tot nghiep down load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
Cán bộ Hỗ trợ Học tập (HTHT)
1 Thông báo ban hành quyết định kèm danh sách học viên Cán bộ HTHT Tối thiểu 2 ngày
2 Tài liệu, bài kiểm tra Cán bộ HTHT Tối thiểu 1 ngày
3 Máy chiếu ; màn chiếu; máy tính Test thử máy còn sáng, hình ảnh rõ nét đảm bảo thực hiện.
4 Micro 2 cái Kiểm tra pin nếu Mic không dây, test thử
5 Ánh sáng Đèn đầy đủ và còn sáng
6 Âm thanh (AV) Loa, âm ly, giây kết nối máy tính & loa thực hiện tốt
7 Điều hòa Kiểm tra đang hoạt động tốt, pin
8 Bàn ghế Đảm bảo danh sách tham dự đủ chỗ, kê theo yêu cầu của giảng viên
9 Bút viết bảng 02 Kiểm tra còn mực viết
10 Bảng viết Trắng, đảm bảo viết và lau được
11 Khăn lau bảng 01, cồn lau bảng Đảm bảo lau được trên bảng của TTĐT
12 Giấy A4, A1 Đảm bảo đủ theo yêu cầu làm bài tập
13 Vệ sinh phòng học Đảm bảo phòng học thoáng, sạch sẽ
CB HTHT phối hợp với IT thực hiện
14 Thiết lập đầu mối IT cài đặt, kiểm tra môi trường đào tạo, hỗ trợ trong quá trình đào tạo Tối thiểu 3 ngày
15 Cung cấp cho bộ phận HCTH & IT yêu cầu môi trường đào tạo: số lượng máy móc, phần mềm cài đặt, chức năng sử dụng… Tối thiểu 3 ngày
16 Cung cấp thông tin Cán bộ IT cho bộ phận HCTH để liên hệ Tối thiểu 3 ngày
CB HTHT phối hợp với IT thực hiện
17 Đường truyền Phối hợp với IT để đảm bảo đường truyền tốt Tổi thiểu 1 ngày
18 Số lượng máy tính Các máy kiểm test thử với đường truyền Tổi thiểu 1 ngày
19 Phần mềm Phối hợp với giảng viên & IT Test môi trường đào tạo đảm bảo theo yêu cầu của từng khóa học Tổi thiểu 1 ngày
20 Các thiết bị thực hành Có đầy đủ theo yêu cầu của từng khóa học Tổi thiểu 1 ngày
21 Cán bộ IT hỗ trợ Yêu cầu IT có mặt tại lớp học & kiểm tra lại toàn bộ môi trường thực hành đầu giờ mỗi buổi học (buổi sáng)
22 Máy tính Luôn đảm bảo có máy dự phòng khi máy giảng viên trục trặc Tối thiểu 1 ngày
Dưới đây là 23 địa chỉ liên hệ của các đầu mối đào tạo tại các khu vực ngoài Hà Nội, nhằm cung cấp thông tin về giảng viên và hỗ trợ cho các khóa đào tạo.
Bố trí phòng nghỉ, đón giảng viên, nhận tài liệu.