Human resource development at headquarters of vietnam bank for agriculture and rural development hung yen branch

29 CHAPTER 2 THE CURRENT SITUATION OF HUMAN RESOURCE DEVELOPMENT AT HEADQUARTERS OF AGRIBANK - HUNG YEN BRANCH 31 2.1 CHARACTERISTICS OF AGRIBANK – HUNG YEN BRANCH AFFECTING THE DEVELO

ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH

-

NGUYỄN ĐỨC LONG

HUMAN RESOURCE DEVELOPMENT AT HEADQUARTERS OF

VIETNAM BANK FOR AGRICULTURE AND RURAL

DEVELOPMENT- HUNG YEN BRANCH

PHÁT TRIỂN NGUỒN NHÂN LỰC TẠI HỘI SỞ NGÂN HÀNG

NÔNG NGHIỆP VÀ PHÁT TRIỂN NÔNG THÔN

VIỆT NAM – CHI NHÁNH TỈNH HƯNG YÊN

LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH

HÀ NỘI - 2020

ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH

-

NGUYỄN ĐỨC LONG

HUMAN RESOURCE DEVELOPMENT AT HEADQUARTERS OF

VIETNAM BANK FOR AGRICULTURE AND RURAL

DEVELOPMENT- HUNG YEN BRANCH

PHÁT TRIỂN NGUỒN NHÂN LỰC TẠI HỘI SỞ NGÂN HÀNG

NÔNG NGHIỆP VÀ PHÁT TRIỂN NÔNG THÔN

VIỆT NAM – CHI NHÁNH TỈNH HƯNG YÊN

Chuyên ngành: Quản trị kinh doanh

Mã số: 60 34 01 02

LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH

NGƯỜI HƯỚNG DẪN KHOA HỌC: TS TRƯƠNG MINH ĐỨC

HÀ NỘI - 2020

DECLARATION

The author confirms that the research outcome in the thesis is the result of author‟s

independent work during study and research period and it is not yet published in other‟s

research and article

The other‟s research result and documentation (extraction, table, figure, formula, and

other document) used in the thesis are cited properly and the permission (if required) is given

The author is responsible in front of the Thesis Assessment Committee, Hanoi School

of Business and Management, and the laws for above-mentioned declaration

AUTHOR

I also would like to express my sincere thanks to the Board of Director and all the cadres

of Agribank Hung Yen Branch for their enthusiastic help, providing necessary information and documents, enabling me to complete this thesis

Thank you so much

Hanoi, 30th September 2020

AUTHOR

CONTENT

DECLARATION i

ACKNOWLEDGEMENT ii

CONTENT iii

REFERENCES v

ABBREVIATION vi

LIST OF FIGURES vii

LIST OF TABLES vii

INTRODUCTION 1

CHAPTER 1 OVERVIEW OF RESEARCH PERFORMANCE AND THEORETICAL BASIS OF HUMAN RESOURCE DEVELOPMENT 4

1.1 RESEARCH OVERVIEW 4

1.1.1 Research situation in Vietnam 4

1.1.2 Overseas research situation 5

1.2 THEORETICAL BASIS OF HUMAN RESOURCE DEVELOPMENT 6

1.2.1 Basic concepts 6

1.2.2 Criteria for evaluating human resource development of commercial banking industry11 1.2.3 Content of human resource development of commercial banking industry 17

1.2.4 Factors affecting the human resource development of commercial banking industry 26

1.3 RESEARCH DESIGN 29

CHAPTER 2 THE CURRENT SITUATION OF HUMAN RESOURCE DEVELOPMENT AT HEADQUARTERS OF AGRIBANK - HUNG YEN BRANCH 31

2.1 CHARACTERISTICS OF AGRIBANK – HUNG YEN BRANCH AFFECTING THE DEVELOPMENT OF HUMAN RESOURCES 31

2.1.1 Outline of Agribank 31

2.1.2 The formation and development process of Agribank - Hung Yen Branch 34

2.1.3 Operations and business results of the Agribank Hung Yen Branch‟s Headquarters in the period of 2017-2019 37

2.2 SITUATION OF HUMAN RESOURCE DEVELOPMENT AT HEADQUARTERS OF AGRIBANK HUNG YEN BRANCH 42

2.2.1 The Development status of the scale and structure of human resources at Headquarters of Agribank Hung Yen Branch 42 2.2.2 Development status of human resource quality at Headquarters of Agribank Hung Yen

2.2.3 Analysis of factors affecting human resource development at Headquarters of

Agribank - Hung Yen Branch 59

CHAPTER 3 HUMAN RESOURCE DEVELOPMENT SOLUTIONS AT

HEADQUARTERS OF AGRIBANK - HUNG YEN BRANCH 65

3.1 VIEWPOINTS AND ORIENTATIONS OF HUMAN RESOURCE DEVELOPMENT 65 3.1.1 Human resource development orientations of Agribank 65

3.1.2 Viewpoints and orientation for Human resource development at Headquarters of Agribank Hung Yen Branch 66

3.2 HUMAN RESOURCE DEVELOPMENT SOLUTIONS AT HEADQUARTERS OF AGRIBANK - HUNG YEN BRANCH 67

3.2.1 Human resource development planning and planning solutions 67

3.2.2 Solutions for recruiting human resources 68

3.2.3 The arrangement of human resources solutions 70

3.2.4 Solutions for training and professional training to improve the quality of human resources 70

3.2.5 Solutions to perfect mechanisms and policies to encourage the development of human resources 73

3.2.6 Other solutions 74

3.3 RECOMMENDATION 74

3.3.1 For the National Assembly, the Government 75

3.3.2 For the State Bank 75

3.3.3 For relevant human resource training institutions 76

3.3.4 For Agribank 76

CONCLUSION 77

APPENDIX NO.01 78

REFERENCES

 Journal/periodical articles

To Ngoc Hung (2010), Current situation and solutions to develop high quality

resources for Vietnam's banking sector in the period 2010 - 2020, Journal of Financial and

Monetary Market No 22/2010

Dang Hoang Linh, Nguyen Duc Tuan (2018), Human resources in banking operations

and some recommendations, Banking Journal No 23/2018

 Books

Tran Xuan Cau (2012), Textbook of human resources economics, Publishing House of

National Economics University;

Tran Kim Dung (2018), Human Resource Management, Finance Publishing House Nguyen Tiep (2005), Textbook of Human Resources, Labor and Social Publishing

House

Richard A Swason, Elwood F Holton III (2001), Foundation of Human resource

development, Berrett-Koehler Publishers, Inc., San Francisco

Neal E Chalofsky, Tonette S Rocco, Michael Lane Morris (2014), Handbook of

Human resource development, John Wiley & Sons Publishers, Inc., Hoboken, New Jersey

 Papers

National Assembly 12 (2010), Law on Credit Institutions

Bank Governance Leadership Network EY (2018), The future of talent in banking:

workforce evolution in digital era

Agribank Hung Yen Branch (2017-2019), Report on the Branch's operations

 Dissertations

Alexander Ardichvili, Alexander Gasparishvili (2001), Human resource development in

an industry in transition: the case of Russian banking sector

ABBREVIATION

Acronyms Original meaning

Figure 2.4 Areas of knowledge and skills of that officers at Headquarters of Agribank Hung

Yen are interested in 57

Figure 2.5 Desired form of staff training Headquarters of Agribank Hung Yen Branch 57 Figure 2.6 Learning purpose of staff at Agribank Hung Yen‟s Headquarters 58 Figure 2.7 The importance of training as assessed by leaders at Agribank Hung Yen‟s

Headquarters 60

LIST OF TABLES

Table 1.1 Evaluation criteria of knowledge of commercial banking human resources 15 Table 1.2 Criteria for evaluating the skills of commercial banking human resources 15 Table 1.3 Evaluation criteria of the working attitude of employees in commercial banks 16 Table 2.1 Operation scale of Hung Yen province in the period of 2017-2019 37 Table 2.2 Capital resources of Headquarters of Agribank Hung Yen Branch for the period

Table 2.7 Human resource structure by departments at the Headquarters of Agribank Hung

Yen in the period of 2017-2019 43

Table 2.8 Structure of human resources by age at Agribank Hung Yen's Headquarters in the

period 2017-2019 44

Table 2.9 Human resource structure by qualifications at Agribank Hung Yen's

Headquarters in the period of 2017-2019 45

Table 2.10 Evaluate employees' knowledge at Agribank Hung Yen‟s Headquarters 47 Table 2.11 Evaluate the skills of employees at Agribank Hung Yen Branch „s Headquarters 48 Table 2.12 Assessment of employee's sense, attitude and responsibility towards work at

Headquarters of Agribank Hung Yen Branch 50

Table 2.13 The table evaluates the quality of human resource development activities at

Headquarters of Agribank Hung Yen Branch 52

Table 2.14 Statistics of training and retraining programs for the period 2017-2019 54

INTRODUCTION

1 The urgency of the topic

In the context of increasingly deepening international economic integration and fierce competition in the banking sector, the competition not only appears between domestic commercial banks but also between domestic commercial banks and foreign commercial ones To ensure competitiveness, human resources is the decisive factor of each bank Human resource is an important factor and has strategic significance not only for operational efficiency, but also makes a difference in growth and sustainable development Therefore, the development of high quality human resources has been increasingly focused on and invested by banks in recent years

Established in 1996, Agribank Hung Yen Branch has gone through 24 years of construction and maturity, gradually growing, enhancing the reputation and position of a key bank in the agricultural and rural sector, contributing to enhancing Agribank's image, position and brand name in Hung Yen province In the same years, generations of officials who have been attached to the Branch since its inception gradually retired in recent years, transferring their work and enthusiasm to the next generation The new generation class is young, dynamic, full of enthusiasm, but lack of experience, leading to the ability to perform tasks that have not met the requirements and face many difficulties in operation That raises an urgent requirement for the human resource development activities at Headquarters of Agribank Hung Yen Branch is to build a human resources team which ensures quantity, quality, arranged in a reasonable structure and meets the requirements in performing the tasks assigned by Agribank, especially at the Headquarters, where concurrently holding two roles of business and administration

Stemming from the above issues, I chose the topic "Human Resource Development

at Headquarters of Vietnam Bank for Agriculture and Rural Development - Hung Yen Branch" for my graduation thesis

2 Purpose of the study

The purpose of the study is to provide solutions in accordance with the reality and orientation of the Board of Directors of Agribank - Hung Yen Provincial Branch to further develop human resources at the Branch in the period 2020-2025, thereby improving high reputation, competitiveness and business results of the Bank

3 Objectives of the study

Evaluate the current situation and factors affecting human resource development at Headquarters of Agribank Hung Yen Provincial Branch, then propose solutions to further develop human resources at the branch in the period 2020-2025

- In terms of time, the topic uses statistics from 2017 to 2019 for analysis

5 Research method

The thesis uses a combination of research methods such as descriptive statistical methods, statistical analysis methods, expert methods and sociological investigation methods

To ensure that information sources which are used for effective analysis and evaluation, the data used in the dissertation are collected from many different information sources Specifically:

Secondary information sources: Concepts, theoretical bases, practical experiences are synthesized in textbooks, specialized journals, statistics published by official agencies and organizations, the works of prestigious scholars have been published and widely acknowledged

Primary information source: The research uses questionnaires to conduct sample surveys of customers and about 30 employees and leaders working at Headquarters of Agribank- Hung Yen Branch in the Credit, Accounting, General, Computing, Planning departments In addition, during the research process, the author also consulted experts, who are experienced human resource management lecturers on human resource development for organizations, especially commercial banks

6 Thesis structure

The structure of the thesis consists of 3 chapters

Chapter 1: Overview of research performance and theoretical basis of human

resource development

Chapter 2: The current situation of human resource development at Headquarters of

Agribank - Hung Yen Branch

Chapter 3: Human resource development solutions at Headquarters of Agribank

Hung Yen Branch

CHAPTER 1 OVERVIEW OF RESEARCH PERFORMANCE AND THEORETICAL

BASIS OF HUMAN RESOURCE DEVELOPMENT 1.1 RESEARCH OVERVIEW

In recent years, there have been many articles and research papers from Vietnam as well as internationally on human resource development or on human resource issues at financial institutions and banks

1.1.1 Research situation in Vietnam

Human resources and human resource development are of great interest to domestic researchers, including a number of research projects such as:

- Tran Xuan Cau (2012), Textbook of Human Resource Economy The syllabus gives

the most general knowledge about human resources economics, the correlation between population and human resources, labor market, labor productivity, wage and income factors and some social issues affect human resources As an introductory textbook, the book focuses mainly on helping the reader visualize the most common human resources and related factors from a social perspective, specific elements applied in business; though

it has been mentioned in some chapters, it is not really detailed

- Tran Kim Dung (2018), Human Resource Management The book introduces

human resource management, three important functional groups of human resource management in organizations: attracting, training and developing, and giving updates on human resource management in modern environment Each chapter guides processes and techniques in human resource management It can be said that this is a relatively comprehensive book on human resource management in a modern environment

- To Ngoc Hung (2010), The current situation and solutions for developing

high-quality resources for Vietnam's banking sector in the period 2010 - 2020 The article

presents the necessity as well as the current situation of the shortage of high quality human resources of the Vietnamese banking industry, thereby proposing some solutions to develop this human resource The article is given in an assessment of the whole banking industry and focuses mainly on one of the development of human resources in the commercial banking industry, which is the development of high-quality human resources

- Dang Hoang Linh, Nguyen Duc Tuan (2018), Human resources in banking

operations and some recommendations The article outlines the role of human resources in

commercial banks, shows the current situation of human resource management in Vietnamese commercial banks and gives some recommendations on human resource

development strategies, staff recruitment, staff arrangement, staff training, and staff remuneration

1.1.2 Overseas research situation

Human resources and human resource development are also researched and mentioned in many research projects by foreign researchers such as:

- Richard A Swanson, Edwood F Holton III (2001), Foundations of Human

resource development The book gives the most basic concepts of human resource

development; listing theories and perspectives on human resource development; some ways of developing human capital through individual and organizational training, and at the same time giving opinions on human resource development in the 21st century However, since it has been written since 2001, some of the author's opinions need to be updated more to suit the human resource development in recent years

- Neal E Chalofsky, Tonette S Rocco, Michael Lane Morris (2014), Handbook of

Human resource development The book gives general concepts of human resource

development, human resource management modes, some new applications in human resource development, in which two factors have a great influence on resource development The human resource is the employee's attachment and emotional intelligence

- Alexander Ardichvili and Alexander Gasparishvili (2001), Human resource

development in an industry in transition: the case of the Russia banking sector The study

identifies problems with the human resource development system in the banking sector in Russia and gives trends to the development of this system

- Bank Governance Leadership Network EY (2018), The future of talent in banking:

workforce evolution in digital era The study shows the trend of human resources in banks:

the development of technology is restructuring the human resources of banks and banks are

in the early stages of human resource restructuring The article also recommends that the talent attraction strategy is a factor that should be paid special attention to in the restructuring process

Although there are many differences in the approaches to human resource development in the banking sector at different times and economic conditions in different countries, the documents are highly consistent in the urgency and importance of human resource development

The above studies have been partly studied from a long time ago, or by foreign

mainly focus on looking at human resource development activities at the national or industry level Therefore, the study of human resource development at Headquarters of Agribank Hung Yen Branch is still a new direction when considering the human resource development issue in a specific case, with its own specific characteristics

1.2 THEORETICAL BASIS OF HUMAN RESOURCE DEVELOPMENT 1.2.1 Basic concepts

1.2.1.1 The general concept of human resources and human resources of commercial banks

* The concept of human resources

Human resources is the concept in which people are considered as a resource for development However, according to each individual approach, the studies refer to human resources under different perspectives and perspectives

According to Tran Xuan Cau (2012), human resources is a category used to indicate the potential strength of the population, the ability to mobilize participation in the process

of creating wealth, material and spirit for society in the present now as well as in the future

According to Nguyen Tiep (2005), human resource is human resource, the most important and dynamic factor of socio-economic growth and development Human resources can be defined for regions, localities (provinces, cities .) and it differs from other resources (finance, land, technology ) in that human resources with labor activities creative dynamism, impacting on the natural world and in the process of labor arose labor relations and social relations More specifically, a country's human resources manifest in the following aspects:

- First of all, as the source of labor force to society, in the broadest sense, the human resource includes the entire population with the ability to work, regardless of whether that person is being allocated to the professional sectors, areas and can be considered as social human resources

- As the society's main ability to undertake labor, human resources are understood in

a narrower sense, including the population of working age with working capacity (regulated by the labor law) Currently, in the field of labor, there is a concept of "labor source", which means that the entire population of working age has the ability to work Therefore, with this concept, human resources are equivalent to the concept of labor resources

- Human resources represent all specific people involved in the working process, with this understanding human resources include people from the lower limit of the working age and over and capable of working (In our country today, people who are full

15 years old and over are capable of working)

The above concepts all assume that human resources in general are working age people, capable of working and have citizenship rights, which are considered as labor resources of society From the above concepts, the concept of human resources used in the thesis is construed as follows:

Human resource is the entire workforce working in an organization or enterprise, characterized by the quantity (size), quality and structure participating in the production and business process of organizations, businesses

* The concept of commercial banking human resources

- The concept of commercial banking

According to the Law on Credit Institutions (2010), A bank is a type of credit institution that can conduct all banking activities in accordance with this Law Banking operation is the regular business and provision of one or more of the following operations: a) Receiving deposits;

b) Credit extension;

c) Providing payment services via account

Commercial bank is a type of bank which can conduct all banking activities and

other business activities in accordance with this Law for the purpose of profit

From the above concept, the commercial bank concept used in the thesis is construed

as follows:

Commercial banking is a special type of business operating in the monetary sector with the main operations of receiving deposits, granting credit and providing payment services via accounts for profit purposes

- The concept of human resources in the commercial banking industry

From the general concept of human resources and the concept of a commercial bank, the human resource of a commercial bank is defined as follows:

The human resource of a commercial bank is the entire workforce working in that bank, characterized by the size, quality and structure of the human resources involved in the implementation of banking operations including activities of receiving deposits, providing credit and providing payment services via accounts for profit purposes

Firstly, human resource is a factor directly involved in strategic planning, setting up plans, programs, projects, building business processes and code of conduct as the foundation orientation for all operations in commercial banks

Secondly, human resource is the subject operating the system, controlling the technology infrastructure, implementing the plans according to the specified process; working with government agencies, partners and customers, interacting with colleagues, controlling cash flows and other resources under the management responsibility of commercial banks

Thirdly, human resources are the source of new ideas and initiatives to improve business processes, thereby improving system performance, saving costs and minimizing risks for commercial banks

In addition, human resource is the energy to step by step crystallize corporate cultural values, build and preserve the brand and identity of a commercial bank

Besides, human resources with ability to self-mobilize in combination with the organization's human resource development policy, continuously change to adapt to the new environment and new technologies; especially through that, fostering up excellent individuals, leading experts in the financial sector, is the next door to the sustainable development of commercial banks

- Characteristics of human resources of commercial banks

The human resource of a commercial bank, first of all, has the common characteristics of Vietnamese human resources, typically:

The status of human resources is generally limited The indicators of height, weight, strength, and endurance are quite low compared to those in developed countries In the context of global competition, especially operating in areas requiring high work intensity such as commercial banks, it will require more improved human resources, gradually approaching the standards of health internationally Human resources, in return, have many strengths such as intelligence, ingenuity, meticulousness In addition, the ability to study well and a tradition of overcoming difficulties to develop oneself

There is a shortage of human resources in terms of skills such as communication skills, teamwork skills, management skills, leadership skills Among the missing skills, foreign language skills, specifically Vietnamese workers' English is still poor compared to those in many countries in the region, so Vietnamese workers often face more difficulties

in the integration process, thereby indirectly affecting the competitiveness health of the economy

Besides, there is still a big difference between professional qualifications and practical skills, reflected in the fact that workers still need time to adapt, train, and additional training to be able to achieve the highest labor efficiency in industrial environment Not only that, the actual feedback from many enterprises also shows that the responsiveness of skills due to technology changes of workers in enterprises is still low Human resources, on the other hand, are also influenced by the local culture and living practices This, in turn, can lead to conflicts between Western-style management models and the tradition of promoting the role of the family, lineages and responsibility of women A high-pressure and overtime job, coupled with poor time management and life balance skills, can risk cracking the good values in traditional families And when employees feel unhappy in their personal lives, it will have a negative impact on work performance at businesses or organizations in general

In addition to the general characteristics, the human resource of a commercial bank has its own characteristics such as:

Firstly, the human resources of the commercial banking industry require general knowledge and skills Commercial banks play the role of financial intermediaries, currency trading, service providers, economic transactions with objects in different professions in the society, having trade relations both domestic and international partners To be able to best serve customers, the employees of commercial banks must understand their customers Therefore, in terms of knowledge, human resources in commercial banks, besides professional knowledge, need to have general knowledge about economics, legal knowledge, foreign language knowledge, information technology to serve their work Besides, whether in direct or indirect departments, bank employees still have to bear certain business targets Employees in commercial banks need to have general skills in communication, sales, customer care, situation handling

Secondly, compliance and honesty are two important criteria required for the human resources of the commercial banking industry Currency trading is one of the fields that contain many risks (capital loss risk, exchange rate risk, interest rate risk ), therefore, business decisions of commercial banks (decisions on investing, lending, interest rates ) requires compliance with a complex, multi-step, stringent process To avoid ethical and operational risks, each employee requires strict adherence to regulatory procedures Besides, one of the main activities of commercial banks is capital mobilization, which depends heavily on customers' trust with the bank This belief needs to be built over a very

many recent legal events, commercial banks understand that maintaining honesty and maintaining the reputation of staff is an extremely important factor to ensure effective business operations

In general, the human resources of commercial banks still have shortcomings in reality and job requirements Therefore, promoting the human resource development of commercial banks is a matter of practical significance

1.2.1.2 The concept of human resource development and human resource development of commercial banking industry

* The concept of human resource development

Human resource development has been mentioned in many scientific researches and many articles Initially, in the condition of outdated technology, less competition and low level of labor, the superiority to take advantage of is cheap labor Then, revenue and profit are proportional to the output and the number of employees used Therefore, the original concept of human resource development was simply an increase in the size of human resources Thereafter, human resource development was defined at higher level as not merely growing in quantity but also in terms of quality However, at this stage, human resource development is considered an achievement of training and it is mentioned that human resource development in enterprises is mainly focused on training Until recently, the concept of human resource development has been developed more fully

According to the concept of the International Labor Organization, human resource development is the acquisition of skills and capacity development, using that human capacity to work effectively as well as satisfy the occupation and personal life

According to Richard A Swanson and Elwood F Holton III (2001), human resource development is a process of developing and perfecting the skill level of human through the development of the organization and training activities, personal development to improve work efficiency

In general, human resource development in the thesis is defined as follows: human

resource development is the process of developing human resources in both quantity and quality in the direction of creating human resources to meet the requirements of quantity, mentality, physical strength, and mental strength and at the same time meet the balance of structure (occupation structure, age structure, gender structure, education structure )

* The concept of human resource development of commercial banks

Human resource development can be expressed at two levels: within a country/a locality and within an organization Within a country/locality as well as within an

organization, when it comes to human resource development, it is necessary to pay attention to both size, quality and structure, in which the quality of human resources is considered the most important and complex However, the quality of human resources is also concerned differently by each level If within a country, a locality, when it comes to the quality of human resources, one must pay attention to the health of workers in particular and the people in general, to the level of education of workers; in each organization, the most concerned factor is the skill level, professional level of the employee and the personal qualities required by the job

The development of human resources from the perspective of commercial banks is usually planned by banks However, the human resource development of commercial banks, in addition to the efforts of the members of the bank, still needs external support (experts, the State ) Therefore, human resource development at commercial banks is the common awareness and effort of the parties, not merely the implementation of the functions of the human resources department In addition, under the strong competition and rapid transformation, the development of human resources in commercial banks should be oriented towards long-term thinking, as well as demonstrating higher social responsibility Therefore, from the concept of human resource development in general and the characteristics of the human resources of commercial banks, the author of the thesis

defines the human resource development of the commercial banking industry as the

process of human resource development to increase the scale of human resources, improve the quality of human resources and create an increasingly reasonable human resource structure in commercial banks, focusing on a long-term vision, thereby increasing sustainable values for the bank, workers and society

1.2.2 Criteria for evaluating human resource development of commercial banking industry

Based on the content of developing human resources of commercial banking

industry, inheriting research results of scientists and actual surveys, the author would like

to propose two groups of criteria for human resource development assessment: group of criteria for quantity evaluation and group of criteria for quality evaluation

1.2.2.1 Group of criteria for quantity evaluation

The criteria for assessing the development of the human resources of the commercial banking industry are reflected in the development of the number of human resources in the commercial banking industry and the shift in the progressive structure

- Criteria for the quantity of human resources

The quantitative development evaluation criteria are manifested through the increase in quantity and growth rate over the years, through stages of human resources The quantity increase and the growth rate are positively related The increase in size is shown through an increase in absolute quantity, while the growth rate is equal to the relative annual increase index or period of human resources The increase in the number of employees should be consistent with the business performance of the bank If the human resource growth rate increases too quickly or goes in the opposite direction of the business development trend of the bank, the human resource will be redundant compared to the demand, the use of human resources will not bring into full play its potential Meanwhile, the size of personnel will be the limiting factor in operations On the contrary, when the speed of increase in the number of employees does not keep up with the expansion of business activities, the demand of the job will exceed the capacity of the existing workforce, causing overload in job performance, quality and work efficiency are reduced

- Criteria for the structure of human resources

In the process of quantity development, the human resources of commercial banks must at the same time ensure a structural change in the direction of progress Accordingly, the change in the gender structure, the structure of qualifications, the structure of occupations, ages, the structure of regions, divisions and departments should ensure rationality and appropriate with the current situation at the bank and the needs of the market

+ Occupational structure

In a bank there are many divisions, basically it can be divided into two main parts:

the direct contact with customers (the customer room, the teller department, the service department .) and the department indirectly performs internal transactions (capital resources, computing, administrative checks .) Each department has its own functions and duties in the operation of the bank's business activities It is very important to decide the number of staff in the departments as well as the appropriate staffing for each department A reasonable structure will ensure smooth coordination in the working process, promoting the full performance of the parts Meanwhile, inadequate structure or improper personnel will lead to difficulty in coordination among departments in the process of operation, the combined efficiency of human resources is not maximized,

operational efficiency in business activity is not high

+ Gender structure

Each department in a bank has its own business characteristics There are jobs that

are more suitable for men, like debt collection, and jobs that are more suitable for women like tellers Therefore, in order to ensure the industry structure, the gender structure should

be suitable to the characteristics of each job, with the business characteristics of the bank

+ Structure of age

As with other occupations, human resources in the bank are also classified by age

groups, which can normally be divided into three main categories: young and middle-aged workers and near-retirement workers According to each age, psychology and needs of the job are also different Young workers are usually dynamic, ambitious, less busy with housework, but lack of experience, poor ability to adapt and need basic training to improve the necessary knowledge and skills of the industry Ordinary middle-aged workers have relatively completed knowledge and skills, are able to adapt flexibly due to their experience, are the main human resource for management positions, and the need for training is mainly Through training programs, however, they are busy with household chores, easily lose their motivation to work due to boredom of not being arranged in suitable jobs or lack of enthusiasm due to feeling unrecognized by leaders Laborers near retirement have many experiences, but are often afraid to change, prefer to follow their habits At each time, assess current human resources according to age group structure to have appropriate staffing arrangement to ensure full use of the strengths of each group of personnel, to plan training and new recruitment to age restructuring of human resources is extremely important With different characteristics of employees by age group, human resource development activities such as training, motivating, and staffing in each period must be suitable to the age structure at the bank to bring about highest efficiency

+ Structure of qualifications

The level of human resources is shown through a number of indicators such as: number of trained and untrained workers, by training level, technical worker and professional staff, and training level Currently commercial banks mainly use the training qualification criteria to divide the structure of human resources qualifications Accordingly, human resources at commercial banks can be divided into four main groups: Post-graduate, Bachelor, Intermediate and Elementary Education Job characteristics of different departments in the bank require different qualifications of employees,

such as development strategy, risk management, international investment, international payment require highly qualified personnel, some positions even require international qualifications While in checking positions, drivers only need an Intermediate level or above Usually highly qualified personnel will need a corresponding salary and remuneration Qualification structure will determine the cost of salaries the bank must spend, so each bank needs to choose a structure of human resources in accordance with the job requirements, the actual business situation as well as the financial capacity of the unit

to optimize business efficiency

1.2.2.2 Group of criteria for quality evaluation

Quality development assessment criteria: Demonstrating the improvement in the quality of the human resources of the commercial banking industry, reflected through the improved evaluation of the quality of human resources in the banking industry such as health - fitness, knowledge, skills, dynamism and adaptability, work attitude, degree of understanding of corporate culture

- Group of indicators for health assessment

The employee's health is shown through the information in the Health Certificate as prescribed by the Ministry of Health through some basic criteria such as height, weight, BMI index, blood pressure, eyesight, hearing capabilities, medical condition Employees need to be certified by the authorities to ensure that they are capable of working

In addition, with the relatively large workload in current commercial banks, besides meeting basic health criteria, the ability to withstand working pressure is also a criterion that commercial banks are interested and given as a recruitment criterion

- Group of criteria to assess knowledge

Knowledge is the theoretical and empirical understanding of a topic, accumulated personally through the process of training and observing practice Knowledge plays an action-oriented role, helping individuals have a basis to detect, analyze and provide solutions to specific problems Actions that are not based on knowledge are considered only instinctive Conversely, the more extensive the knowledge, the more certain the basis

of the theory, the ability to detect and analyze it, the more feasible the proposed solutions are Employees' knowledge is assessed through the way jobs are handled, the system of diplomas and training certificates Through consultation with the human resources department, leaders of commercial banks and expert opinions in the field of human

resources, knowledge of employees in commercial banks can be assessed through the main criteria as follows:

Table 1.1 Evaluation criteria of knowledge of commercial banking human resources

- Group of criteria for assessment of skills

There are many different definitions of skills, each of which is derived from the professional perspective and personal conception of the writer However, the definitions all acknowledge that skills are formed when we apply knowledge into practice, due to the process of repeating a certain action or group of actions with a clear intention and direction clear Therefore, it can be defined generally as follows: skill is the ability or ability of the subject to master one or a series of actions on the basis of knowledge (knowledge or experience) to produce expected results Owning skills will help individuals reduce execution time and improve work efficiency corresponding to that skill, but in reality, to perform a job requires individuals to combine many groups of skills Through consultation with the human resources department, the leaders at commercial banks and the opinion of experts in the field of human resources, the skills of employees in commercial banks can be assessed through the following main criteria:

Table 1.2 Criteria for evaluating the skills of commercial banking human resources

4 Teamwork skill

- The group of indicators to evaluate the employee's working attitude

Work attitude is to show focus on work, conscientiousness in work, contentment with work and will to try hard to complete work A person with a positive working attitude will bring many benefits to the organization and himself Individuals with a positive working attitude will accumulate a lot of experience and knowledge, help them achieve success as well as help colleagues who work with them collaborate and learn a lot of experiences and skills to succeed When working with a positive attitude, individuals or working groups will enhance collective spirit, being able to turn difficulties, bad situations into opportunities, have a willingness to accept situations

As a service provider, the employee's attitude in commercial banks is very important A good working attitude will be a plus point in the customer evaluation of the service experience process In addition, the gathering of many individuals with good working attitudes will help the process of working internally between specialized divisions quickly and effectively, improving the bank's operational efficiency To evaluate the employee's working attitude, banks can use the bank's self-assessment system or use the services of quality assessment companies through aggregating survey results of satisfaction levels from a variety of opinion sources: customers, related units, direct management leaders, staff Through consultation with the human resources department, leaders of commercial banks and expert opinions in the field of human resources, the working attitude of employees in commercial banks can be assessed through the following main criteria:

Table 1.3 Evaluation criteria of the working attitude of employees in commercial banks

4 The spirit of cooperation at work

1.2.3 Content of human resource development of commercial banking industry

Human resource development activities are the concretization of the human resource strategy, which can be carried out at many different levels, but it should be consistent with the developed human resource strategy Human resource development strategy is a key part of the general development strategy of a commercial bank, helping to orient long-term human resource development activities on key issues, contributing to successful implementation of the bank‟s general goals Meanwhile, planning for human resource development is also with long-term thinking, but is the transformation of general goals into specific goals and large action programs And at an even lower level, mid- to short-term human resource development plans are a divergence or breakdown of goals, with detailed projects that transform those goals into reality Currently, at commercial banks, human resource development is usually done at the Head Quarters, and branches are mainly

involved in building planning and human resource development plans

A commercial bank's workforce strategy planning is typically done by the following

steps:

1 Analyzing the environment, determining the goals and development and business

strategies of commercial banks

2 Analyzing the current human resource management situation at the bank, proposing a human resource strategy in line with the business development strategy

3 Forecasts workloads (for mid-to-long-term goals, plans) or define workloads and conduct work analysis (for short-term goals, plans)

4 Forecasting human resource needs (for mid-term and long-term goals) or defining human resource needs (for short-term goals, plans)

5 Analysis of the human resource supply and demand relationship, the ability to adjust and propose policies, plans, and implementation programs to help commercial banks adapt to new needs and improve human resource using efficiency

6 Implement policies, plans and programs for human resource development set out

in step five

7 Check and evaluate the implementation situation and make adjustments (if necessary) (Tran Kim Dung, 2018)

1.2.3.1 Developing human resources in terms of scale and structure

Commercial banks that want to operate well need to have human resources that meet the appropriate size and structure Every year, at the bank, there is always a large number

of employees retiring, changing jobs, so human resource development is a regular activity, tasked with predicting human resource needs to plan for compensating for the temporary shortage of personnel, at the same time adding new human resources, training new human resources to meet the expansion needs of business activities In addition, the increase in the number of human resources must be accompanied by a clear, effective structure that is suitable to the needs and conditions of the bank and society in each period A large scale of human resources without proper structure will lead to waste in using resources, affecting the efficiency of business operations

* Steps to develop human resources in terms of scale and structure

The development of human resources in terms of size and annual structure at a commercial bank is usually done by the following 5 steps:

Step 1 Assess current human resources in terms of size and structure

This is the step of gathering statistics on current human resources data on quantity, distributed according to different criteria such as gender, education level, age group, department from which to analyze and give making comparisons, evaluating the reasonableness of scale as well as in allocation activities with the current business performance

Step 2 Forecasts specifically about human resource needs

Based on the business demand forecasted in the future as well as the expected human resource fluctuations, the human resources department makes forecasts about the specific demand for human resources in terms of quantity according to the specific criteria

to serve human resource planning

Step 3 Make a human resource development plan on scale and structure in line with the Bank's human resource development strategy

Based on the assessment of current human resources, forecasts about human resources needs as well as the current situation of the bank, the human resources department conducts detailed human resource development plans for the years appropriate for human resource development strategy of the bank

Step 4 Step by step implementing the annual recruitment plan

Every year, the bank implements appropriate recruitment activities to ensure that the recruited human resources meet the highest demand for quantity, ensuring the criteria that have been built in the approved plan

Step 5 Evaluate the implementation of the recruitment plan, learn from experience

or adjust (if necessary)

At the end of each year or round of recruitment, the bank has a reassessment of the recruitment plan implementation, analyzing the possible aspects, shortcomings and weaknesses in the plan implementation process to find out more to revise, learn from experience in service of building and implementing the plan of the next recruitment phase

* Human resource development measures in terms of size and structure

The development of human resources is done through two main tasks: recruiting and allocating the use of human resources

Recruitment of human resources

Recruitment can be understood as the activity of finding, selecting and attracting suitable candidates to work for the organization, contributing to the development of human resources to serve the development requirements of the organization In order to effectively recruit, the organization needs to have a separate recruitment strategy, appropriate recruitment procedures, detailed plans, and highly skilled recruiting staff Organizations in the period of promoting the scale of operations or pursuing a policy of continuous "blood change" will have a large recruitment frequency Meanwhile, organizations that have formed a stable-scale human resource and prefer loyalty have less recruitment activities Due to quality requirements, recruitment in commercial banks is usually quite professional The technical process of recruitment steps in banks may not have too much difference (because of continuous learning from each other), but each bank always tries to create its own identity Through recruitment activities, commercial banks also carry out integrated communication activities to promote their image

The final highlight of current recruitment activities at commercial banks is the strong application of information technology, internet and mobile communication Commercial banks post recruitment information on employment websites (even on social media) instead of in print media and television broadcasts; email applications instead of direct applications; exams (online tests) or telephone interviews, all of which are becoming more and more popular

Arrangement to use human resources

Arranging the full, reasonable and effective use of human resources is an indispensable requirement to ensure that the positive results from the recruitment or training process are proven and most strongly promoted To do that requires an organizational structure with high performance, clear delineation of functions and tasks Employees who are assigned jobs in accordance with their specialties, with the right forte, will have many favorable bases to promote their trained knowledge and skills to help complete their assigned jobs These positive achievements have a back-up encouragement effect, helping employees to become more passionate about their work, actively self-explore and learn, thereby improving the quality of human resources

Nowadays, the arrangement of human resources is not only in terms of individual aspects for each work position, but also must pay attention to the arrangement of using human resources to form effective working groups Members of the same group do not have to be trained to master everything, but can complement each other well In addition, through the process of working together, the group will form mechanisms to learn from each other at almost no extra cost to the organization

The staffing arrangement should also be linked to the development of attractive promotion routes and strategic-level HR planning to improve staff motivation and employee engagement to the organization Completing the mobilization, promotion and appointment processes will help prepare better for the next generation

1.2.3.2 Developing quality human resources

If the size and structure of human resources play a role reflecting the scale of business operations, the specialization of departments of the bank, the quality of human resources plays the role of ensuring the efficient and safe operation of the bank Large growth in human resources in the bank, if not focused on quality, will lead to inefficiencies

in operations, and can be a source of ethical risks, affect the quality of credit as well as the reputation of the bank In addition, the level of competition in the banking and finance sector is increasingly fierce, the emergence of Fintech companies, the difference in products between banks is not large, the quality of human resources plays an increasingly important role in creating the competitive advantage of each bank Therefore, the improvement of the quality of human resources is given an urgent and important requirement of commercial banks

* Steps to develop human resources in terms of quality

Similarly the development of human resources in terms of size, structure, development of human resources in terms of quality is basically done through 5 steps

Step 1 Evaluate current human resources in terms of quality

This is a step to gather statistics on current human resources in terms of fitness, knowledge, and skills, and conduct a survey to assess employees' consciousness and attitudes to assess the general quality of the current human resources, compared with the requirements of the position and the job

Step 2 Make statistics on the need to improve the quality of human resources and forecast the demand for improving the quality of human resources

In this step, the human resources department needs to gather recommendations of the professional department, conduct a survey on the needs of employees on the work of improving the quality of human resources and also refer to industry trend forecast to identify future human resource improvement needs

Step 3 Make a plan to develop human resources in terms of quality in accordance with the Bank's human resource development strategy

Based on the need to improve the quality of human resources, the HR department conducts detailed annual human resource development plans in accordance with the Bank's human resource development strategy as well as the actual situation at the unit

Step 4 Step by step implementing the work of improving the quality of human resources annually

Every year, the bank implements appropriate human resource improvement activities to ensure the quality of human resources to ensure that the criteria have been set out in the approved plan

Step 5 Evaluate the implementation of the quality improvement of human resources, learn from experience or adjust (if necessary)

At the end of each year, the bank reassesses the activities to improve the quality of human resources, analyzes the effectiveness of the activities carried out during the year, evaluates the aspects of the work, shortcomings and weaknesses in the process of implementation of the plan to make adjustments and learn from experience to serve the work of building and implementing the next year's plan

* Measures to develop human resources in terms of quality

To develop quality human resources, commercial banks can implement many different measures including recruitment of human resources, training, staff rotation and motivational creation work for workers

Recruitment of human resources

Recruitment plays an important role in improving the quality of human resources Good recruitment will bring businesses a team of high quality human resources suitable for the job and position to be recruited; recruiting people who are really passionate about the job and tend to stick for a long time with the company, avoiding the "brain drain" situation, and continuously recruiting and training new personnel

In order to be able to recruit the most suitable and high-quality candidates, recruitment needs to do two main things: one is to diversify sources of finding candidates, the other is to improve the quality of recruiting candidates The source of candidates for recruitment must ensure diverse factors, from many different sources to find the candidate with the best quality, most suitable for the bank such as from working employees; recruiting people in the form of advertising; recruiting people through labor service centers; recruiting graduates from universities; according to the recommendation of the government, employees in the bank; Candidates come to apply for jobs by themselves or through the Internet system In improving the quality of recruiting candidates, the role of job descriptions and title standards with clear and transparent benefits and regimes is extremely important to provide recruitment information, decide on the screening steps and finally find the most suitable candidates It is one of the foundations that reflect the science

of modern recruitment

Training and retraining to improve the capacity of human resources

Training and retraining to improve qualifications is one of the most effective measures to improve the quality of human resources The training and guidance programs for new staff help them to systemize the knowledge that has been trained in universities to serve their work; grasp general knowledge about the business operations of the bank; understand the professional regulations, product and service characteristics; know how to operate and exploit the internal management software to achieve the highest efficiency in the operational process For employees working at the bank, training programs are an opportunity to update new skills and knowledge, helping them to successfully apply technological and technical innovations in the bank; while skills training programs help employees to further perfect the missing skills, acquire the necessary skills for the job, for promotion opportunities In addition, the training and retraining process is also a good opportunity to exchange and convey the corporate culture to employees in order to increase solidarity, encourage working morale, raise public awareness and job responsibility

The training and retraining to improve the quality of human resources should be done in a methodical and scientific manner Normally, in order for the training and

retraining to improve the quality of human resources to be really effective, it should be done through three main steps: identifying training and retraining needs; implementing training process and evaluating training effectiveness

The need for training and retraining is often raised when an employee does not have the necessary skills to perform the job To accurately identify training needs, business analysis, operational analysis and employee analysis are required Enterprise analysis is the process of evaluating organizational performance indicators, plans to prepare contingent staff and the organizational environment Operational analysis helps determine the types of skills and behaviors needed for an employee to perform well at their job Finally, the analysis of employees to assess the capabilities and personal characteristics of the employees, determine who is needed to be trained and what skills, knowledge and views are necessary to be perceived or focus in development training In addition, data on training needs can be collected through discussion with leaders and staff performing the work, observing the actual work situation, conducting tests and questionnaires investigation to find out employees' knowledge and understanding of the job

After considering strategic issues in training and identifying training needs, the bank should determine the program content and training methods There are often many different training needs at the same time, so it is necessary to classify and group into groups of needs with many similar characteristics instead of detailed statistics of each individual needs At the same time, an order of priority should be established, which helps

to decide which needs should be considered in order to conduct pre-training on the basis of financial as well as time constraints When the preparation stages have been completed, the implementation of the training will be carried out according to the outlined plans In this step, attention should be paid to the control of the progress and discipline of the classes

The last task is to conduct training and retraining effectiveness assessment The effectiveness of the fostering training program should be assessed through two phases: phase 1 evaluates what learners can absorb and learn after the training; Phase 2 assesses how learners apply knowledge and skills in practice Evaluation of the effectiveness of the training program can be done through empirical analysis; evaluate the changes of the trainees according to the following criteria: reaction, memorization, behavior change, objectives and quantitative evaluation of training effectiveness

Job rotation

Job rotation is a management method in which employees are switched between

Job rotation helps employees have opportunities to improve their knowledge, accumulate experience, and learn other skills from a new job In addition, human nature always tends

to novelty, the tedious element of repetitive work will lead to subjectivity, neglect in work and make people less creative and excited at work, reducing labor efficiency Rotating work helps to combat monotony of work, creates excitement in the working process, increases understanding and spirit of cooperation among departments Rotation is also of particular importance in preparing personnel for the planning and appointment work For those staff with higher management capacity and ability to take on the job, the rotation training will help them accumulate enough knowledge and experience for key management positions in the future, ensuring the quality of human resources for management positions

Job rotation has many benefits, but if it is not properly planned and implemented, it will take businesses a lot of time to stabilize their organizational structure, causing a decrease in work efficiency for a while the staff get used to the new job Therefore, the implementation of job rotation to improve the quality of human resources should ensure the following three factors:

Firstly, the corporate governance system of the company must be standardized to a certain extent so that the move of an individual out of position does not affect the operation

of the whole apparatus The organization must be built on a system, must have procedures, work instructions so that a person moving to a new position can easily perform the new task and not depend on the old oness

Secondly, the organization chart should be clearly defined and the job description sheets should be described in detail to facilitate newcomers to integrate and perform their work Company members know which department they belong to, who to report to, how the process connection between departments is like

Finally, it is necessary to build a rotational culture, considering rotation as a tool for personnel development, not a tool of resignation and repression of staff Companies should creat excitement with the discovery and implementation of new jobs, so employees will consider it as an opportunity or a reward for their efforts They must see that each job swap

or job rotation is a training and qualification upgrade Companies should give their employees the feeling of being discovered, conquered challenges, a sense of advancement, career development for people who switch or rotate jobs

Mechanisms and policies to encourage the development of human resources

The objective of the policy mechanism to encourage the human resource development is to influence the employees' motivation There are many different

conceptions about motivation in work, but there are the most basic commonalities that motivation at work is the willingness, effort, passion for work, desire and voluntariness of employees to strive towards a certain goal, outcome of the organization as well as the employees themselves Working motivation motivates people to work hard, helps them to promote their inner strength, overcome challenges and difficulties and complete the work

in the best way Labor motivation also helps employees to make greater efforts to learn, gain work experience, improve knowledge and qualifications to improve their skills, hands and self-improvement A good motivational mechanism will enhance the activeness, enthusiasm as well as the spirit of cooperation in the work of the employees, thereby improving the working attitude of the employees, and at the same time creating the best conditions to the knowledge and skills of employees to promote the highest efficiency in their work On the contrary, if the motivation mechanism is still limited, it will create forced working psychology, reluctant working attitude and impair the quality of work

In order to create motivation for employees, leaders and managers in commercial banks, it is necessary to have mechanisms and policies to explicitly encourage human resource development, mainly focusing on some following main contents:

Firstly, announcing the bank's goals in each specific period, building labor norms, tasks and work performance standards for each employee According to Edwin Locke's goal theory, the intention to work towards the goal is the primary source of work motivation Work with goals helps to improve productivity The more specific and challenging the goals are, the better the performance and the results are Therefore, announcing the organization's goals clearly helps employees identify what to do and provides guidance for their own plans and actions

Secondly, the physical stimulus creates labor motivation through wages Salary is a sum of money an employee receives from an employer after completing certain jobs Thus, salary is one of the powerful tools motivating people to work The salary paid to the employee must ensure the true reflection of the contribution of the employee and meet the basic necessities in their life in order for the employee to develop his talent and promote labor dynamics Therefore, the bank needs to have a set of tools to evaluate the level of work completion corresponding to each department, the employee's contribution to the general business to ensure the reasonableness and fairness in the salary regime

Thirdly, creating motivation through emulation and commendation Leaders and managers need to launch emulation movements at work to create excitement at work,

commendation are one of the important remuneration tools in creating motivation for employees, increasing employees' income and encouraging them to work harder When they get achievements, management leaders must know how to praise and reward in time, this must be done regularly, not waiting until the end of the year For example, the election

of excellent employees, employees with many initiatives, employees with outstanding achievements, the best sales staff can be conducted weekly, monthly or quarterly Voting must be very accurate, fair and reasonable The process of recognizing or awarding prizes must be solemn and meaningful Information about reward must be widely disclosed

to all employees, partners and especially the family of the person being rewarded and widespread in society

1.2.4 Factors affecting the human resource development of commercial banking industry

1.2.4.1 Internal factors

Mission, vision, core values and development strategy of commercial banks

A mission statement is the first and most consistent statement of the reason a commercial bank exists It tells the reason why human resources are gathered together and how efforts evolve together to create something The clear and convincing vision of the position and achievements the bank will achieve inspires the growth of both the collective and the individual Meanwhile, the core values reflect the standards that the bank pursues regardless of changes Human resource development also complies with that value system that creates characteristics and competitive advantages for the bank Ultimately, the bank's strategy is designed to describe a set of actions that will deliver that long-term mission, vision and core values The interpretation of overall strategy into member unit strategies, functional strategies (including human resource development strategies), and then specific programs and plans will be more detailed "maps" in the organization Obviously, the above

factors all have great directional effects on human resource development

Viewpoints, philosophy, qualities and capabilities of senior leaders in commercial banks on human resource development

Senior leaders are the biggest decision-makers, with the ability to influence strongly

to activate, accelerate or inhibit and even reject human resource development programs and projects in the bank On the other hand, the level of efforts to strive to develop the

career of a leader can be an example, an encouragement for employees to follow

The role of the division in charge of human resources in a commercial bank

This is the department responsible for leading human resource development activities

in the organization Ability to develop strategies, develop human resource development programs and plans; the ability to persuade leaders to approve human resource development projects; ability to coordinate, control and self-improve in the implementation process; All of them directly affect the success or failure of human resource development

activities

Corporate culture of human resource development

At a high level of development, human resource development has become a cultural beauty committed and committed by the whole workforce, self-discipline and efforts In contrast, with commercial banks that have not yet built a culture of human development, the related activities are easy to fall into form, to oppose, and to have low efficiency

The financial situation of the bank

Apart from the above factors, the financial position of a bank is an extremely important factor The bank's financial position determines the size of the human resource to ensure the financial factor, the size of the budget for human resource development projects, the level of satisfaction and commitment of staff A bank with good financial status will be

a factor to attract high-quality human resources, with a sufficient budget for human resource training and retraining activities and increase its employees‟ satisfaction and engagement, create many advantages for human resource development On the contrary, when the financial situation is not good, banks will have to consider the goals in order of priority, the development of human resources in many cases will be only moderate, the resources will be prioritized for the more pressing goals of the bank

1.2.4.2 External factors

State policies on human resource development

With the responsibility of social management, the State promulgates policies to promote development in certain aspects, while limiting factors that are considered detrimental to help a balanced society develop and lasting Most countries are aware of the importance and value of human resource development However, in certain periods, due to many different reasons, policies on human resource development may not be highly effective But in general, the State's policies affect national human resources as well as human resources of regions and sectors, thereby affecting human resources as well as human resource development in organizations, including commercial banks For example, when the State promotes the development of human resources through improving the quality of education and health services, the human resources of the whole society will be

being a better quality supply source for commercial banking human resources, promoting human resource development activities of the commercial banking industry On the contrary, for the purpose of monetary management, the State has introduced policies to limit the development of the banking industry, leading to the process of downsizing the payroll of banks, from which the human resources of the banking industry will reduce, inhibit the human resource development of the industry

Situation of human resources, especially human resources of the finance and banking industry and the development of the labor market

In the case of abundant and highly qualified human resources, commercial banks will find it easier to assemble a qualified workforce, help reduce training costs for new employees, as well as open up more breakthrough development prospects for human resources On the contrary, if the supply of human resources is limited with low quality, while the labor market is not developed enough, it will cause more difficulties for commercial banks For example, in the period when the universities have a large number of training in finance - banking, many schools conducting training, there will be an abundant supply of human resources with bachelor's degrees in finance and banking At that time, commercial banks will have a large supply of human resources, and there will be many choices for them in choosing the right candidate to meet the recruitment demand of the bank On the contrary, if the number of training schools is small and the recruitment demand of banks is large, it will create a scarcity of recruitment input sources, inhibiting the development of human resources of the industry

Current situation of socio-economic development

During the period of rapid economic growth, the high demand for credit in the society, it is the time when commercial banks have many needs to expand operations At that time, the human resources of commercial banks often expand in scale In the difficult economic period, commercial banks tend to focus on restructuring and development in depth, the number of human resources at that time is often streamlined, and growth is limited Besides that, the safety and stability of the society is a good environment for human resource development efforts On the contrary, when the social situation is unstable, investment in human resource development then is no longer considered a priority task of the society, the human resource in general is no longer placed in the best development conditions and commercial banking human resources are not out of that general trend of society

The development of science - technology

The progress of science - technology provides commercial banks with increasingly synchronous and friendly support facilities, helping to handle business processes safely, quickly and accurately However, the rapid development of science and technology requires constant updating and innovation Technology platforms have lower life cycles, making the cycle of retraining and advanced training for human resources shorter The advancement of science and technology has also led to a drastic change in the operating model of banks, thereby requiring a change in the human resource structure in commercial banks For example, in recent years, the development of non-cash payment methods such

as card payment, Mobile banking and Internet Banking has resulted in customers making transactions at home without going to the bank directly Then the demand of human resources for the teller division has gradually decreased, while the demand for digital transformation, big data and artificial intelligence position has increased It can be seen that the trend of science-technology development will create a great impact on the operation method, scale and structure of human resources in banks

The level of competition in the financial and banking sector

Today, globalization has increased the level of competition in all industries, including banking In order to compete effectively, commercial banks must seek solutions

to enhance operational efficiency, in which conventional banks mainly focus on technology innovation and human resource development In markets with a large number

of banks, the competition in attracting high quality human resources in the banking and finance sector is relatively active Accordingly, each bank must have its own recruitment strategy, creating a difference in recruitment methods and remuneration to attract high-quality candidates Banks with good policies will naturally get the attention of many candidates and can choose better quality candidates In addition, the context of high competitive pressure will require commercial banks to pay more attention to human resources, not only in recruiting and attracting talent but also in improving the working environment, remuneration policy to retain talented people

1.3 RESEARCH DESIGN

On the basis of the theory of human resource development mentioned, the author of the dissertation will research the human resource development activities at Headquarters of Agribank Hung Yen Branch through the following research activities:

Firstly, analyzing the factors affecting the human resource development at the Branch including internal factors (Agribank's human resource development strategy, the

the branch .), external factors (the current situation of the banking and financial human resources supply of the labor market, the development of science and technology, the level

of competition in the banking sector…)

Secondly, evaluating the branch's human resources in terms of size, structure and quality Personnel data at the Branch will be collected from the General Department to analyze and evaluate the size of personnel, detailed personnel structure by departments, age, qualifications, the data will be used to make comments in terms of the current status of the scale and structure of the branch‟s human resources To evaluate the quality of human resources, the author of the thesis will use the survey questionnaires with 3 target groups: Customers, leaders at department level or higher and employees working at the Branch to evaluate the factors (Knowledge, Skills, Work attitude) Evaluation results are synthesized evaluation from many subjects: from the self-assessment of the staff, the score evaluated

by colleagues, the score assessed by the leader, the score evaluated by the customer Thirdly, the author will use questionnaires to survey the perfection of human resource development activities through the survey to employees, unit leaders on main human resources development activities such as Planning and planning for human resource development; Recruitment of human resources; Arrangement to use human resources; Training and retraining to improve the qualifications of human resources; Policy and mechanism to encourage human resources development On the basis of the survey results, the author of the thesis collects information on strengths and weaknesses in each human resource development activity to explain survey results and propose appropriate solutions