Nghiên cứu khung năng lực nhân sự quản lý kinh doanh trong các ngân hàng thương mại việt nam tt tiếng anh

Therefore, the topic "A study of competency model for sales managers in Vietnamese commercial banks" is very necessary and meaningful for implications both in theory and practice.. Resea

Science instructor: Prof., Dr Le Thai Phong

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The research will be protected in front of the council meeting at

CHAPTER 1: INTRODUCTION

1 Research background

The development of a competency-based management toolcalled the competency model has shaped a new trend in enterprisemanagement In Vietnam, competency model is gradually becoming

an important tool, as a foundation system to effectively implementhuman resource management activities in enterprises Therefore, thedevelopment of competency model and application of this tool inhuman resource management activities has become a necessary issuefor businesses

Commercial banks are a type of enterprises operating in themonetary field, and have been playing a very important role in thedevelopment of the economy Therefore, improving the operationalcapacity of commercial banks is a matter of special concern to countries

Sales managers- one of the middle managers, are playing akey role in the business activities of the bank In order to performwell its role, sales managers at commercial banks really must havesufficient knowledge, skills, attitudes and qualities to effectivelymanage themselves, the team and the organization

However, the competencies of sales managers in commercialbanks are facing great difficulties and challenges

Firstly, the standard of competence for the same title of sales

managers has not been consistent in commercial banks

Secondly, most commercial banks lack measurement tools

for sales manager’s competencies of each position In each position,the commercial banks can set their own standards of competencieswhich are a difference from others

Thirdly, the assessment of the shortage of sales manager’s

competencies in commercial banks still faces many difficulties Thismakes long-term planning as well as short-term training to foster theknowledge, skills and qualities required for sales managers incommercial banks is still slow, not keeping up with the speed ofenterprises development

Therefore, the topic "A study of competency model for sales managers in Vietnamese commercial banks" is very necessary and

meaningful for implications both in theory and practice

2 Research gap

Firstly, the research on competency model for middle

managers have not attracted the attention of Vietnamese and foreignscholars

Secondly, Vietnamese studies mainly focus on one component of

competency in the overall pool of required competencies There is a lack

of research on the systematic structures of competency model, theprocess of developing and implementing competency model, in order

to solve the difficulties and challenges in the implementation process

Thirdly, previous studies have rarely considered the impact

of competencies on managerial effectiveness at an individual level

Fourthly, the Vietnamese research focusing on competencies

of sales managers at commercial banks is still relatively limited

3 Research question

(1) What is the structure of competence model of salesmanagers in Vietnamese commercial banks?

(2) How is the impact of the competencies of sales managers

on the managerial effectiveness of this position at Vietnamesecommercial banks?

(3) What solutions should be taken to improve the

development, implementation and application the competency model

of sales managers to human resource management activities atVietnamese commercial banks in the next period?

4 Research objective

The objective of the research is to propose and apply thecompetency model of sales managers to human resource managementactivities at Vietnamese commercial banks

5 Research object and scope

6 Research structure

The structure of the research is divided into five chaptersincluding chapter 1: Introduction; Chapter 2: Theoretical background forsales manager’s competency model; Chapter 3: Research methodology;Chapter 4: Research results of sales manager competency model inVietnamese commercial banks; Chapter 5: Orientations and solutions toapply sales manager’s competency model to human resourcemanagement activities in Vietnamese commercial banks

CHAPTER 2: THEORETICAL BACKGROUND FOR SALES

MANAGER’S COMPETENCY MODEL

2.1 Overview of competency model

2.1.1 Definition of competency

Literature review of the competency development is groupedinto three distinct approaches: (a) educational, (b) psychological, and(c) business context (Markus et al 2005; Shippmann et al., 2000).The concept of competency based on a business approach isfocused on the ability to learn and improve through training anddevelopment so that competencies need to be observed The

definition that has been accepted by numerous scholars: “A competency is a cluster of related knowledge, skills, and attitudes that affects a major part of one’s job (a role or responsibility), that correlates with performance on the job, that can measure against well-accepted standards, and that can be improved via training and development” (Parry, 1998, p.59).

2.1.2 Definition of competency model

Competency model reflects the full competence that anindividual needs to perform a job The competency model focuses onbehavior rather than personal characteristics and traits, becausepersonal characteristics and traits are difficult to observe and measureaccurately (Dubois et al., 2004) Competency model is a set ofcompetencies that include the key behaviors required for excellentperformance in a particular role Therefore, the study chooses the

definition of competency model is “The competency model is a set of all competencies required from employees of a given organisation that are grouped into appropriate sets for individual jobs or organisational roles” (Sienkiewicz, 2004, p.7).

2.1.3 Categories of competency model

The single-job approach: The first competency models were

developed for single jobs and are the most common approach tocompetency modeling Developing a single-job competency modelstarts with an identified critical job that line management or an HRprofessional sees as needing better selected or developed incumbents

The "one-size-fits-all" approach: HR professionals who are

seeking a broad, quick, and consistent impact for competencytechnology often adopt a "one-size-fits-all" competency model, bydefining one set of competencies for a broad range of jobs (e.g., allmanagerial jobs)

A multiple-job approach: This method creates multiple models

depending on jobs and levels This method is used when all the jobs

do not have anything in common To go ahead with creating modelsthat are of use, the organization has to be more specific on thepotential uses of the model The time is ripe for a multiple-jobapproach to building competency models

2.1.4 The roles of the competency model

 Linking competency models to organizational goals and objectives

Firstly, the competency model helps to link the goals, missions

and visions of the organization with the requirements of the

individual's work Second, the competency model helps organizations

build a competitive advantage by building core competencies

Thirdly, the competency model helps to connect organizational

activities with corporate culture has been and is intended to shape

and help businesses adapt to the change process Fourthly, the

competency model helps improve the management process of thehuman resource management system in enterprises

 Linking competency models to human resource management activities

Selection: competency models have been used by many

organizations to identify suitable candidates at the recruitment stage.The purpose is to establish the “behavior” needed in a particular joband the extent to which these are possessed by different candidates

Training and development: competency models help focus on

training related behaviors and skills, ensures the cohesion betweentraining and development, and helps manage training activities mosteffectively

Performance appraisal/management: competency models help

solve the problems of performance evaluation, ensures consistency inthe evaluation criteria, what needs to be achieved and does not need

to be achieved, collects relevant information The competencyframework also helps managers to observe behavior andcharacteristics related to performance

Succession personal planning: The competency models allow

identifying the required competencies to implement theorganization's strategic success now and in the future Therefore theorganization can develop a personal plan, a collective competencedevelopment plan and an appropriate plan for the development ofpotential candidates in the future

Compensation management: The competency models support

payment based on competencies (skills, knowledge, attitudes, etc.).Establishing compensation for demonstrated competencies, that is, bothwhat is accomplished and how it is accomplished, provides fairness andequity and distinguishes between superior and average performance

2.2 Theory of sales manager’s competency model

2.2.1 Definition and roles of sales managers

 Definition of sales managers

According to Le Bon (2016) sales managers greatly influenceorganizations’ sales performance through their supervision of thesales force that interacts directly with customers and drives revenues

 Roles of sales managers

• Strategic planning: sales managers are responsible for setting

goals, formulating implementation strategies, and achieving orexceeding the plan targets set by the departments and companies

• Organizing the sales force: sales managers need to ensure

that the sales personnel are allocated exactly the position appropriate

to their competencies and importantly protect customers with thebenefits they are enjoying

• Recruiting and hiring: To create a talent pipeline, sales

managers need to be effective and skilled in the art of recruiting andhiring new salespeople Hiring a new person should be done with thethought of building the bench for the future

• Training and development: Sales manager needs to identify areas

of development in which each salesperson may need to obtain mastery sothat the salesperson can be effective Training needs to be continuallyreinforced by the sales manager to the salesperson Identifying skills orlack thereof is the responsibility of the sales manager

• Motivation and leadership: Sales managers need to be able to

rally their teams to create enthusiasm and excitement Theenthusiasm can decrease easily from some salespeople as they try toclose sales and are not successful In addition, managers need toensure that the vision of the organization has been accepted and isbeing acted upon by all salespeople on their team

• Performance evaluation: Sales managers should give regular

consistent feedback and coaching to their salespeople Salesmanagers conduct performance evaluations consistently throughoutthe year Feedback given and received throughout the year shouldmatch the year-end result.

2.2.2 Definition of sales manager competency model

The role of sales manager is becoming more and moreimportant in businesses, the required competencies for this position

are necessary According to Cron and DeCarlo (2009), competency model of sales managers is defined as sets of knowledge, skills, behaviors, and attitudes that a person needs to be effective in a wide range of industries and various types of organizations.

2.2.3 A sales manager competency model structure

The competency model structure will include the following:

- Competency cluster: consists of competencies with identical

or similar characteristics and attributes

- Competency: a name for each specific competency.

- Definition of competency: a general description of what

competency is, explaining the most basic concept of competence

- Competence levels: Competence level is the required level of

competence so that personnel can fulfill their roles and functions andmeet competence requirements to get the job done

2.2.4 Method of building a sales manager competency model

 Approaches to a sales manager competency modeling

Based on the pros and cons assessments of the approaches to a

competency modeling, the study chooses borrowed-and-tailored approach (Rothwell and Lindholm, 1999) The borrowed-and-tailored

approach lets the organization leverage a borrowed model, but tailors it

to the specific culture, skills, and abilities necessary for each position, orthe most critical positions Occupation specific competency models aregood start for this approach (Rothwell & Lindholm, 1999) This method

will be effective for researches when it adopt existing model to newcontext at Vietnamese commercial banks

Besides, the author also chooses the research- based approach

(Briscoe & Hall, 1999) Because this will be an appropriate approach tobuild and suggest the new competency model that can be applied byVietnamese commercial banks for sales managers

 Tools to build a sales manager competency model

Based on theoretical and practical research, the author findssuitable tools to build the sales manager competency model incommercial banks in Vietnam including:

(1) Focus group interviews

 The process of a sales manager competency modeling

The process of developing a sales manager competency model isbased on the process of Draganidis and Mentzas (2006) including 9 steps:Step 1: Establish a project team in charge of developingcompetency model

Step 2: Develop standard performance data and select a samplefor the survey

Step 3: Develop a tentative list of competencies

Step 4: Define competencies and levels of competency

Step 5: Draft competency model

Step 6: Cross-check the competency model outline

Step 7: Adjust the model

Step 8: Assess and approve the competency model

Step 9: Complete the competency model

2.3 Study the impact of the competence on managerial effectiveness

2.3.1 Managerial effectiveness concept

In this study self-perceived managerial effectiveness is defined

as the degree to which a manager perceives that he or she fulfills orexceeds work role expectations (Spreitzer, 1995) In other words,managerial effectiveness is the extent to which managers feel thatthey achieve the output and goal requirements associated with theirpositions in conformity to their organizations’ expectations

2.3.2 The impact of competency on managerial effectiveness

In order to verify the effectiveness of the competency model, it

is necessary to verify the competence components of the competencymodel The first study to lay the groundwork for examining theimpact of competency on management performance is documented inBoyatzis (1982), proving that individual competence is anindispensable factor that managers can get the job done Theempirical studies of Cockerill (1989), Finn (1993) and Renu (2015)have confirmed the existence of impacting competency onmanagerial effectiveness (based on at individual level)

CHAPTER 3: RESEARCH METHODS 3.1 Qualitative research methods

Qualitative research methods are used with the purpose ofensuring the science and relevance of concepts, constituent factorsand scales of variables in the research of competency model.Qualitative research helps explain the research results assessing theimpact between the competencies and managerial effectiveness ofsales managers at commercial banks in Vietnam Qualitative researchmethods include desk- research, expert interviews and in-depthinterviews

3.2 Quantitative research methods

3.2.1 Quantitative research: building a sales manager competency model

- Data collection methods:

+ To test the appropriateness of competency list, the studyconducted a questionnaire with a structured design consisting of 2parts: Part 1 asked for the characteristics of the object (about gender,age, educational level and workplace); part 2 asked for rating theimportance of competencies with the 20 questions The scale used inthe survey is a 5-level Likert scale: 1- Strongly Disagree 5-Strongly Agree

+ To determine the competency standard level, thequestionnaire was designed with 2 parts: part 1 asked for theevaluation of the required standard level of sales managers including

13 questions, part 2 asked for the characteristics of the object (aboutgender, age, educational level and workplace) The scale used in thesurvey is a 5-level scale: 1- Primary level 5- Expert level

- Data processing method: descriptive statistics, CronbachAlpha, EFA

- Select the survey location and sample: The author hasselected the research location at 11 commercial banks operating in 2provinces/ cities including Ha Noi and Quang Ninh with134 samples

to determine the official competency list of competency model insales managers

3.2.2 Quantitative research: Empirical verification of the sales manager competency model

3.2.2.1 A research model and hypothesis

• Research model 1: The impact of management competencies on managerial effectiveness

The research hypotheses are formulated: