Work overload in card business team at BIDV – phu my branch

The findings of thesis revealed that work overload at card business team is the key cause of late debit card issuing problem at BIDV – Phu My branch in recent years.. LIST OF TABLES Tab

UNIVERSITY OF ECONOMICS HO CHI MINH CITY

International School of Business

-

HO CAM CHI

WORK OVERLOAD IN CARD

BUSINESS TEAM AT BIDV – PHU MY

BRANCH

MASTER OF BUSINESS ADMINISTRATION

Ho Chi Minh City – Year 2018

UNIVERSITY OF ECONOMICS HO CHI MINH CITY

International School of Business

-

HO CAM CHI

WORK OVERLOAD IN CARD

BUSINESS TEAM AT BIDV-PHU MY

BRANCH

MASTER OF BUSINESS ADMINISTRATION

SUPERVISOR: DR.PHAN THI MINH THU

Ho Chi Minh City – Year 2018

Executive summary

The global trend and constant changes in service which makes companies change endlessly including banks, especially in Tan Thanh district where banks compete intensely

The purpose of thesis is that finding the reason of late debit card issuing problem in BIDV – Phu My branch

The findings of thesis revealed that work overload at card business team is the key cause

of late debit card issuing problem at BIDV – Phu My branch in recent years Basing real human resource status of the branch and interviews with managers and staff, transferring staff from other departments to card business team is the best reasonable solution

Table of content

Contents

LIST OF TABLES 3

LIST OF FIGURES: 4

1 Introduction 5

1.1 Background of Joint stock commercial Bank for Investment and Development of Vietnam (BIDV) 5 1.2 Background of BIDV-Phu My branch and card team 5

2 Symptoms 7

2.1 Compared with branches of BIDV system in Southern essential economic zone (not including branches in Ho Chi Minh city) 10

Table 5: The late debit card issuing of branches in Southern essential economic zone (not including branches in Ho Chi Minh city) 10

2.2 Compared with competitors in same area 12

3.Problem identification 16

3.1 Customers 16

3.2 BIDV card center 17

3.3 Card business team of the branch 17

3.3.1 Capability of staff 17

3.3.2 Errors from the relating department (customer support team) 18

3.3.3Work Overload 18

4 Central problem validation 19

4.1 Capability of staff in card business team 20

4.2 Errors from relating departments 21

4.3 Over workload in card business team 23

5 Alternative solution 26

5.1 Recruiting more staff 28

5.2 Training 29

5.3 Modify the workload 30

5.4 Transfer staff from another department 32

6 Action plan 37

7 Conclusion 38

8.1 Data collection 39

8.2 Methodology 39

9 Appendix 39

9.1 The first qualitative research 39

9.1.1 Interview guide 40

9.1.2 The first qualitative research findings 43

9.2 The second qualitative research 45

9.2.1 Interview guide 45

9.2.2 The second qualitative research findings 48

Reference list 50

LIST OF TABLES

Table 1: Business operating status of BIDV – Phu My branch

Table 2: The number of card of BIDV – Phu My branch from 2013 to 2016

Table 3: The late debit card issuing rate from 2013 to 2016

Table 4: The number of complaint about cards of BIDV-Phu My branch from 2014 to 2016

Table 5: The late debit card issuing of branches in Southern essential economic zone (not including branches in Ho Chi Minh city)

Table 6: The number of debit card of other banks in Tan Thanh district

Table 7: The late rate of debit card issuing of competitors compared with the standard of each bank in Tan Thanh district

Table 8: The late card form transferring rate from support team

Table 9: The over time working average a week per staff at departments in BIDV-Phu My branch

Table 10: The cost for recruiting one staff

Table 11: Expected cost of 3 card staff attending training in Ho Chi Minh city

Table 12: Expected cost of organize training at the branch for 3 card staff

Table 13: Expected cost of training for 24 staff of customer support team at the branch

Table 14: Expected cost of sending 24 staff to BIDV training center

Table 15: The table of number of staff Phu My branch, Southern essential economic zone, BIDV system Table 16: Expected cost of training for 24 staff at the branch

Table 17: Expected cost of sending 24 staff to BIDV training center

Table 18: Comparing cost between 4 alternative solutions

Table 19: Action plan

LIST OF FIGURES:

Figure 1: BIDV – Phu My branch structure

Figure 2: Process of issuing debit card

Figure 3: The late debit card issuing rate of branches belong to Southern essential economic zone (not including branches in Ho Chi Minh city)

Figure 4: The late rate of debit card issuing in 4 banks in Tan Thanh district from 2014 to 2016

Figure 5: Initial cause – effect map

Figure 6: CAUSE – EFFECT MAP

Figure 7: The number of staff at every department of Phu My branch, Southern essential economic zone, BIDV system in 2017

Figure 8: The number of staff in operation area in BIDV Phu My branch, Southern essential economic zone and BIDV system

Figure 9: MAP SOLUTION

Unit: 1,000,000,000 VND

Earning from mobilized

(Source: Internal Management Department – BIDV Phu My branch)

Business operating status of the branch increased gradually during 5 years from 2012 to

2016 Overdue loan rate has increasing compared with 2014

Figure 1: BIDV – Phu My branch structure

Until 04/2017, BIDV has 191 branches and nearly 1000 transaction offices in Vietnam BIDV also offices in some countries including Laos, Cambodia, Russia, Myanmar and The Czech Republic

1.2 Background of BIDV-Phu My branch and card team

Compared with branches of BIDV system, BIDV – Phu My branch is rather young At initial, Phu My branch is a transaction office of BIDV – Ba Ria Vung Tau branch which started to operate in 1998 with 10 staff Now, it has more than 100 staff with 1 head office and 5 transaction offices BIDV Phu My located on Tan Thanh district which is the place having many industrial zones of South East of Vietnam and seaport system Thus, potential development of BIDV Phu My branch is high

BIDV – Phu My branch currently provide more 100 products and services With the development history, BIDV – Phu My branch identifies that it focus on retail banking and small and average companies The branch always serves customers with full banking services same as in other branches of BIDV such as automatic teller machines (ATM) service, Master card, Visa card, Western Union, BSMS…

Table 1: Business operating status of BIDV – Phu My branch

BIDV – Phu My branch structure is built following standard structure of branches of BIDV system with leaders are Board of Director There are five collaborative functions helping branch operating including customer relationship, risk management, operation, internal management and transaction offices Transaction offices locates in Tan Thanh district and Chau Duc district which guarantees presence of BIDV in 2 business areas

Risk management department

Operatio n

Credit support department

Vault department

Customer transaction department

Card business team

Internal Management

Internal management department

Transaction offices

Phu Ha transaction office Tan Phuoc transaction office Lam Son transaction office Tan Thanh transaction office Chau Duc transaction office

The number of card has increased sharply from 2013 until now but the rate growth decreases over years

Figure 2: Process of issuing debit card

Process of issuing debit card starts at customer support team which is the team receiving debit card forms of customers This team also entering basic data of customers into BIDV information system Then, service forms are transferred to card business team At this team, these staff check information of customers again and enter card issuing information into BIDV card system From this, BIDV card center issuing card and send them to branches Customers will receive their card after 4 working days from the day which customers apply forms at the branch

Table 3: The late debit card issuing rate from 2013 to 2016

The late debit card

Apply card forms at

customer support team

Basic data of customers is enter to system of BIDV

Forms are transferred to card business team

Card business team’s staff enter information about cards into card issuing system

BIDV card center issuing cards and sending these to branches

After 4 working days

from the day which

customers apply forms,

they will receive their

cards (Regulation of

BIDV)

Source: Internal Management Department – BIDV Phu My branch

According to report of internal management department – BIDV Phu My branch, the rate

of card issuing late compared with standard time is very high and increase sharply After

only two years, this rate increased by 14%

Ms Nguyen Thi Thuy An (vice head of individual customer transaction department and

the supervisor of card team) identified that

I and Board of Directors recognized the late debit card issuing problem and the rate has been

increasing much in recent years The reasons for that comes from many factors including customers,

BIDV card center and departments in the branch

Table 4: The number of complaint about cards of BIDV-Phu My branch from 2014 to

To regulation of BIDV, cards will be issued during 5 days from the day which customers apply card forms for BIDV The number of complaints in 2016 increases nearly 2 times compared with 2014 and this number rises by 50 percent compared with 2015.From sources of card center of BIDV, the number of complaints about time to issue cards has increasing from 2014 to 2016 After only two years, this number increased nearly two times Documents to issuing card almost not change Customers complaint more about the fee Quality of consultant and support, serving attitude of banking staff, quality of card

and time for solving complaints which are better after 3 years

2.1 Compared with branches of BIDV system in Southern essential economic zone (not including branches in Ho Chi Minh city)

Branches of BIDV are divided into economic zones, BIDV Phu My is belong to Southern essential economic zone (not including branches in Ho Chi Minh city) which includes 18 branches The table below shows the late debit card issuing of these 18 branches

Table 5: The late debit card issuing of branches in Southern essential economic zone (not including branches in Ho Chi Minh city)

8 Dong Dong Nai 33 31

It can be seen clearly that BIDV Phu My branch is one of the 5 branches having the highest late debit card issuing rate in Southern essential economic zone Moreover, Ba Ria Vung Tau province has 4 branches including Ba Ria, Ba Ria-Vung Tau, Vung Tau- Con Dao and Phu My Exclude Phu My, the 3 remaining branches has the late debit card issuing rate decreasing In 2015, the late debit card issuing rate of BIDV Phu My is third

in 4 branches in this province but in 2016 BIDV Phu My becoming the branch has the highest late debit card issuing rate in this area

Ms Nguyen Thi Thuy An (vice head of individual customer transaction department and the supervisor of card team) stated that

Compared with eighteen branches of BIDV system of Southern essential economic zone (not including branches in Ho Chi Minh city), the late debit card issuing rate of the branch is high in top five This shows clearly that this rate of the branch is considered carefully

2.2 Compared with competitors in same area

According to report of The State Bank – Ba Ria Vung Tau branch, 5 branches have the most number of cards in Tan Thanh district

Table 6: The number of debit card of other banks in Tan Thanh district

The number of debit card in 2014

The number of debit card in 2015

The number of debit card in 2016

Source: The State Bank of Vietnam–Ba Ria Vung Tau branch

In Tan Thanh district, the number of debit card of BIDV is in the top four but still is the least compared three competitors Vietcombank – Tan Thanh branch is the number one of debit card issuing in the area Tan Thanh is the location having many industries, it also located Southern key economic zone with thousands of companies and Vietcombank is still the bank which companies like to issue cards for their staff Agribank – Tan Thanh branch is the bank which present the first in the area with the number of transaction offices and ATM throughout district Thus, it has many relationships with local government, organizations of local government almost issue their staff’s cards in Agribank.Only Vietinbank – Tan Thanh branch has the number of debit card which is not higher much compared with BIDV- Phu My branch

Ms Nguyen Thi Thuy An (vice head of individual customer transaction department and the supervisor of card team) stated that

Tan Thanh is a dynamic area Almost banks has branches here, BIDV – Phu My branch is under great competitive pressure, especially from big three (Vietcombank, Agribank and Vietinbank) Earning comes from card service of the branch still grow gradually over years but it has not reach the target of Head office Thus, the branch wants to occupy more card market share, it has to improve its card service quality

Table 7: The late rate of debit card issuing of competitors compared with the standard of each bank in Tan Thanh district

Source: Internal source from 4 banks in Tan Thanh district

Compared to three competitors in Tan Thanh district, the number of debit card of BIDV – Phu My branch is the least but the late rate of debit card issuing is the highest Vietcombank and Agribank has the rate decreasing over 3 years, the rate of Vietinbank

Vietcombank Agribank Vietinbank BIDV

Figure 4: The late rate of debit card issuing in 4 banks

in Tan Thanh district from 2014 to 2016

2014 2015 2016

increases in 2015 then decrease in 2016, only BIDV Phu My has the rate increasing continuously during 3 years

It can be seen clearly that compared with branches in BIDV system or rivals in local area, late debit card rate of BIDV – Phu My branch is still high The higher the rate is, the worse service quality is

Macdonald1 supposed that nowadays, customers are the lifeblood of any organization Since the power of customers, customers are aware that customers have the right to require high service quality This leads to companies joining the competitive battle for customers

Akan2 suggested that customers are aware that other service providers and a variety of available financial products for them in the market Expectation of customers also increases following that, so customers become more critical and logical when they choose services As a result, service providers have to try double if they want to the winner in this battle

Galloway & Ho3 shared that service quality is a critical factor to gain competitiveness in service industries When service quality is enough attention to companies make difference compared with competitors in market and gain competitive advantage in the long run Secondly, service quality is essential profitable factor in long run since it affects repurchasing intention of current customers and potential customers4-5 In addition, if customer stay long with companies, level of more profit could be gained by reducing customer repurchasing cost and lower cost to serve repeat customers6-8

Lastly,Julian & Ramaseshan9 shared the opinion that service quality could be like effective mouth word advertising method Powerful method could help companies attract more new customers with the lower cost It estimated that attracting new customers spend money four times compared with remaining current customers10

Khalid S et al.11 stated that maximum satisfaction level of customers depends on some factors: receptions factor which means helping customers enthusiastically, friendly

approaching of staff and trustworthiness in caring customers Nevertheless, satisfaction of customers changes basing nature of service To enhance pleasure of customers, the bank has to maintain a strong relationship through better services stated by Ben I.12Quality of service and applying e-banking has the strong relationship with satisfaction of customers

as identified The main keys are the 24 hour service, accuracy and update information, fast process all which affect customers’ comfort found by Nochai R et al.13 Quality of service plays main role of construction comfort of clients Seyoum Set al.14indicated that

to maintain clients the bank has to improve all dimensions of service quality The comfort

of customers relies upon service quality and this comfort leads to reliability stated by Sabir RI.15 Factors affect service quality including providing service at the right time, professionalism of staff, viewpoint and feeling of environment and staff as suggested by Towo NN et al.16

Ms Nguyen Thi Hong Van (a customer support staff) shared that

We have responsibility in receiving card documents as well as guiding customers registering information Attached documents are simple but there is documents which are not accurately Most of accuracy comes from wrong information in the identification or customers’ identifications using by others, we spend much time to check and justify these

3.2 BIDV card center

Customers could go to any BIDV branches to require issuing cards Branches receive documents and registering these information into BIDV card system BIDV card center receives these, producing cards and transfers them back to branches

Materials to produce card imported from abroad, sometimes materials transferred to Vietnam late or BIDV card center sends cards to wrong address (not the branch issued cards) which leads to time for customers receiving cards longer

Ms Nguyen Thi Thuy An (vice head of individual customer transaction department and the supervisor of card team) stated that

BIDV card centers transferring cards to the branch late which is not frequently Sometimes, the branch receives the notifications of BIDV card center which announced that materials from abroad have not transferred to Vietnam yet so the time to issuing card will be later about 2 or 3 days BIDV card center could transfer cards to wrong address

3.3 Card business team of the branch

3.3.2 Errors from the relating department (customer support team)

Customer support team is belong to individual customer department, main work including support customers printing transaction documents, consultant all non credit services, help customer register banking service form and import basic data of customers in BIDV system From banking service forms and basic data in BIDV system, card staff register all services in BIDV system

Mr Nguyen Van Huan (a card business staff) stated that

Card issuing forms usually transferred from customer support teams, when we registering issuing cards, we found that some forms haven’t tick the types of cards or card service so we have to contact customers to ask them which makes time

Mr Dinh Xuan Tuan

There are customers go to the bank to receiver their cards, we check in system and there no any cards Then we found that customer support team has not transferred card issuing forms on time or has not transferred them to us but these situation are seldom

3.3.3 Work Overload

Work of card staff including consultant, solving complaining about cards, freight money

to ATM, registering and issuing cards, registering banking services such as BSMS, Internet banking, smart banking, paying e-bill (all non credit banking services), write reports, check document Basing timesheets of Internal Management Department, average four staff of card team work overtime 3 days a week and usually have to work on Saturday

Mr Dinh Xuan Tuan (a card staff) shared that:

There are many companies issuing debit card for workers, some days I have to register banking services for hundreds of workers, so missing registering card is unavoidable

Mr Le Huy Hoang shared that

BIDV Phu My has 18 ATM, the farest is from head office about 25km, everyday, we have to freight money to the least 4 ATM which spend at least half a day, in the day companies pay salary for

workers, we have to freight money for all 18 ATM, there some ATM have to been freighted money 2 times a day These days, we have to work until 8 or 9pm

From above collected data, it could be briefed into INITIAL CAUSE-EFFECT MAP below:

Figure 5: Initial cause – effect map

4 Central problem validation

Mr.Nguyen Van Huan (a card business staff) stated that

Card issuing documents are simple so the errors from these are not much and late transferring cards from BIDV card center to branch is not frequently

Capability of staff in

card business team

The workload over in

card business team

Errors from relating

Errors from BIDV card center

In addition, customer object and BIDV card center object are out control of branch, so this limit thesis only focus on potential causes of branch

4.1 Capability of staff in card business team

Rossan17 stated that capability involving mental components which allow people choosing appropriate ways to do work or solve problem Chien & Tsai18also shared that human source is one of competitive advantage of a company

Resource basing opinion, one resource is valuable, rare and difficult to imitate which could make competitive advantage for firms owning them19-21 Competitive advantage helps firms earn profit and today human capital is the basic competitive advantage of many organizations Smarter employees could improve performance of organization better22 and Pfeffer23 concluded that high quality human capital is one of key many factors affects organization’s operating effect There are many previous researches in this field, for instance, the effect of human capital affects effect of individual’s job24-25, success of firms26-27, gaining knowledge and new skills28-29, increasing motivation for employees30 and dissolution firms31 Awareness that human capital has a great impact on operating effect, performance and career development which is the importance to firms

Ms Nguyen Thi Thuy An (vice head of individual customer transaction department and the supervisor of card team) stated that

All card staff have at least 3 years at card team In work, they hard working and responsible, customers appreciate helpful and friendly of them Every year, BIDV have online and offline classes for all staff to improve knowledge and I register for them all classes about card, they pass all Customer serving attitude and quality of support and consultant are improved annually

All card staff have worked at card team at least 3 years, have many experience years in this field Basing the number of complaints about card of BIDV, the number of complaints decreased in almost aspects including quality of consultant and support and serving attitude except time to issue card Moreover, every year BIDV organize one test for all staff to check capability, knowledge at the position which staff are working Basing

on result saved in Internal Management Department, in recent 4 years, all staff at card

team passed these examination Thus, capability of staff is not the reason for late debit card issuing

4.2 Errors from relating departments

Fan, S., Kang, L., & Zhao, J L.32 find that workflow is a combination between many tasks done by various different people or factors with different sources under predefined standard Basu and Kuma33summarized three noticeable points of workflow Firstly, business process is the task combination of individuals executed many individuals in an organization Secondly, workflow is automatic activity of business process in which information, documents or tasks are transferred from a person to another person to do continuously Lastly, workflow is defined as typical type of process including characteristics such as forecast, distribution and automation

Majchrzak et al.34; Smith et al.35 stated that globalization and vertical interaction of large organizations means many tasks are finished by virtual teams Zeng et al.36 identified that although work management system following workload support identification, management and utilizing business process in supporting work groups, they stated that one person only do one task at one moment assumed by Spink et al37 In practical, every work could be collaboratively finished by many participants and one staff could join many stages, it depends on every person stated by Zhao et al.38 Participants do collaboratively to get organization’s goal In multitask environment, it is difficult to monitor how members of the team tried and in one task because people could do many tasks which they could span in many projects at the same time

Workflow could be understood as series of stages of a typical work from the beginning to the finish When the process is stuck at any stage which leading to whole work behind One of many reasons which make issuing debit card late comes from customer support team

Ms Phan Thi Nhu Quynh ( a customer support staff) shared that

Most days of the week, the number of customers go to the bank to make transaction is crowded We only to have enough time to guide customers fill out banking service form At the end of the day, we just have time to import basic data into BIDV system and check the information in forms However, there are errors such as guiding customer enter information inaccurately or not full which leads to make time to contact customers to justify

Ms Nguyen Thi Hong Van (a customer support staff) stated that

Every day, I receive a large number of documents so missing banking service forms exists but it is not frequently Some days later, we found these and transfer them to card business team which leads registering late other services

Ms Nguyen Thi Thuy An (the supervisor of card business team) also has the opinion that

Missing card forms or late card form transferring exists but they are not much Basing data from Internal Department of the branch, in 2015, in 41 percent cards issued late, errors from customer support team only account 10% of this In addition, in 2016, when the late debit card issuing rate increased to 49%, reasons comes from customer support team decreased to 7% of this Thus, they are not the main reasons for the late debit card issuing problem

Table 8: The late card form transferring rate from support team

The late or missing card form transferring rate

Source: Internal Department of BIDV-Phu My branch Basing on report of Internal Department of BIDV – Phu My branch, in the number of card issued late, the late card form transferring rate from customer support team accounted for about 13% and this number is improved over years while the late debit card issuing rate still increase constantly Thus, errors from relating departments are reasons but not the main reasons for issuing debit card late at the branch

4.3 Over workload in card business team

Sobia Ali and Yasir Aftab Farooqi39identified that over workload leads to poor performance which ultimately to dissatisfaction in workers They also defined that work overload means be asking to do too much work and asking to do too difficult work

Jex40 identified that work overload is defined as employees’ awareness is that they have more work than time given French et al.41 stated that there are two types of work overload which are qualitative overload and quantitative overload Qualitative overload means feelings relating workload (example: working too fast or too hard which make employees feel having too much to done or high pressure) Quantitative overload means feelings such as he or she does not have time to do work effectively or does not have skills to do mission

Nwadini42 expressed that heavy workload, short and not frequency breaks, long working hours, busy and routine tasks have little meaning, do not using staff’s skills which makes major impact on stress Johnson, S.43 indicated that role demand which could cause stress when this is excessive or work overload

Vivek and Janakiraman44 expressed that positive pressure is proved that it is one of important factors improving capacity of an organization However, Seaward45also supposed that if same pressure becomes excessive which lead to unhappiness and this could make negatively attitude and behavior of staff

J C Quick, Quick, Nelson, & Hurrell46 suppose that stress because of overload relating closely psychology problems including unhappiness, worrying, stroke, or issues of organization such as violence and accident

For instance, Kirmeyer et al.47 found that workload of transport operators which is relating positively with measurement level of anxiety tendencies Brotheridege48 assumed that emotional exhaustion, a type of stress is relating significantly to workload in one study about Canadian government officers In addition, stress itself is relating inevitably

to high level by many researchers Tyler et al.49stated that workload and stress level have positively relationship in nursing In this field, workload is considered to be more relating

to stress than any factors in 6 factors examined Well controlled laboratory studies also

examined relationship between workload and stress One best example is that Searle et

al.35 did the their study in 1999 to investigate Karasek’s Job-Strain Model (1979) The content of the study is that by sorting computerized mail, the level of workload increase

or decrease but participants only introduced is sorting mail The result is the same with the result in 1999, stress level is more positively relating with high workload compared with low workload Searle et al.50 used computerized mail sorting to measure performance

at different levels As the result, high work demand making significantly accuracy decrease compared with low work demand and the result is same in the similar study, Searle et al.51 concluded that high demand also making lower work performance compared with low demand

According to J.Kalsbeek52, workload is confirmed by tasks and interaction between factors including task demands, exertion and level of productivity Work relating pressure

is associated with some diseases such as cardiovascular disease, musculoskeletal disorders, especially back, neck, shoulder, arm, wrist and arm relating problems

According to Pratibha Garg53, stress in job is because of staff’s abilities do not match to organizations’ demands Employees usually experience stress due to the over workload, difficult working schedule, role conflict, uncertainty to work security, the relationship between colleagues is poor and the work conditions are not good Pressure indicates as friction, depression, headaches, high blood pressure, alcoholism and other states

Allan et al.54 developed idea of work pressure which including workload and work pace They advanced their measurement method by asking about break time of workers; whether workers have to obey exactly deadline, leave work to go home on time, or take work to home; whether there are enough employees to complete work; whether there is work backlog if staff is sick

Mr Nguyen Van Huan stated that

Besides work linking cards, we have to do some work of individual customer transaction department such as registering all non credit services and register staff code for these services They spend much time Regulation of BIDV is that customers have card in 5 days; however, we usually said to customer

is 6 but it is still later sometimes Overload work makes staff not take enough time to check work so it could lead errors or missing in work

Mr.Dinh Xuan Tuan also shared that

BIDV using one form document for all bank services, so customers could register many services in one form and card staff will register all these services However, sometimes workload is too large, I

do not have enough time to check all, I miss registering card service

Ms Nguyen Thi Thuy An (the supervisor of card team) shared that

Work in card team is actually very high, freight money need the least is 2 people, after freight money they have to write reports, only work linking to ATM spends all days Work linking to cards also have many types including consulting, issuing, solving problems or complaints, cancel cards and check reports Moreover, they have to work not relating card including registering non credit services as well

as solving complaints about them These work also account for much time of staff Thus, time to issue cards is prolonged

Mr Le Huy Hoang (a card staff) shared

Card team has many tasks, most of them have to be done immediately such freight money to ATM, solving problems of ATM so debit card issuing is postponed

Ms Do Khanh Linh ( Head of human resource) shared that

Average a weak, staff at card business team work over time from 10 hours to 12 hours This is the department has the highest overtime working at the branch

Table 9: The over time working average a week per staff at departments in BIDV-Phu My branch

Department Over time working/week per staff (hour)

1 Customer relationship department 0.5-1

2 Risk management department 0

3 Credit support department 0

5 Customer transaction department 0

7 Internal management department 1-1.5

8 Transaction offices 0.5-1

Source: Internal management department

It can be easily seen that the card business team is the team which having the highest over time compared with others The department having the second highest working hours which having the over time is a half of card business team