Solutions to raise the quality of the training activities for human resources at deposit insurance of vietnam north west regional branch

ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH --- NGUYỄN XUÂN TRƯỜNG SOLUTIONS TO RAISE THE QUALITY OF THE TRAINING ACTIVITIES FOR HUMAN RESOURCES AT DEPOSIT INSURANCE OF VIETNAM

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

-

NGUYỄN XUÂN TRƯỜNG

SOLUTIONS TO RAISE THE QUALITY OF THE TRAINING ACTIVITIES FOR HUMAN RESOURCES AT DEPOSIT INSURANCE OF VIETNAM NORTH WEST

REGIONAL BRANCH

GIẢI PHÁP NÂNG CAO CHẤT LƯỢNG HOẠT ĐỘNG ĐÀO TẠO NGUỒN NHÂN LỰC TẠI CHI NHÁNH BẢO HIỂM TIỀN GỬI VIỆT NAM KHU VỰC TÂY BẮC BỘ

LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH

HÀ NỘI - 2021

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

-

NGUYỄN XUÂN TRƯỜNG

SOLUTIONS TO RAISE THE QUALITY OF THE TRAINING ACTIVITIES FOR HUMAN RESOURCES AT DEPOSIT

INSURANCE OF VIETNAM NORTH WEST REGIONAL BRANCH

GIẢI PHÁP NÂNG CAO CHẤT LƯỢNG HOẠT ĐỘNG ĐÀO TẠO NGUỒN NHÂN LỰC TẠI CHI NHÁNH BẢO HIỂM TIỀN

GỬI VIỆT NAM KHU VỰC TÂY BẮC BỘ

Chuyên ngành: Quản trị kinh doanh

Mã số: 8340101.01

LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH

NGƯỜI HƯỚNG DẪN KHOA HỌC: PGS.TS NGUYỄN NGỌC THẮNG

HÀ NỘI - 2021

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 the laws for above-mentioned declaration

Hanoi, Date

Author

ACKNOWLEDGMENTS

Through out the process of master studying and thesis conduction, I have received valuable assistance of the Professors in Hanoi School of Business and Management – Vietnam National University, Hanoi

First of all, I would like to express my sincere gratitude to the Managemen Board of HSB and the teachers for their devotion in the studying process Particularly, I would like to sincerely thank Associate Professor Hoang Dinh Phi for supporting me to obtain valuable knowledge throughout the studying at HSB

I am sincerely thankful to Associate Professor Nguyen Ngoc Thang who has spent great time and effort giving me whole-hearted guidance and instruction for the graduation thesis conduction

I am wholeheartedly grateful to the teachers of Hanoi School of Business and Management (HSB) – Vietnam National University, Hanoi

I own deeply all members of Deposit Insurance of Vietanm North West Regional Branch for supporting, providing information and creating favourable conditions for me to complete the study work

With the support from many parties, the student has put great effort to complete the thesis in the most efficient way; however, due to the certain limit of knowlewdge, I wish to receive the sympathy, contribution and supplementation

of your esteemed Teachers and Readers for the thesis to be better

Sincerely Thank you!

Thesis Author

TABLE OF CONTENTS

DECLARATION i

ACKNOWLEDGMENTS ii

LIST OF ABBREVIATION v

LIST OF TABLE vi

LISTS OF DRAWING vii

INTRODCUTION 1

CHAPTER 1: BASIC THEORY ON HUMAN RESOURCE AND HUMAN RESOURCE TRAINING ACTIVITY 10

1.1 Basic theories on manpower and human resource 10

1.1.1 Definition of manpower 10

1.1.2 Definition of human resource 11

1.2 Basic theories on human resource training activities in deposit insurance field 13

1.2.1 Human resource training 13

1.2.2 Roles of human resource training 15

1.3 Human resource training process 17

1.2.3 Step 1: identify training demand 17

1.2.4 Step 2: Make the training plan 19

1.2.5 Step 3: Implement the training 21

1.2.6 Step 4: Evaluate training program 23

CHAPTER 2: CURRENT SITUSTION OF TRAINING WORK TO ENSURE HUMAN RESOURCE SECURITY AT THE DEPOSIT INSURANCE VIETNAM NORTH WEST REGIONAL BRANCH 24

2.1 Introduction on Deposit Insurance of Vietnam North West Regional Branch 24

2.1.1 Deposit Insurance of Vietnam 24

2.1.2 Establishment and Development process of Deposit Insurance of Vietnam North West Regional Branch 29

2.2 Current situation of the human resource training at DIV Norht West Regional Branch 31

2.2.1 Work of identifying the training demand 31

2.2.2 The work of training planning 34

2.2.3 Training implementation work 38

2.2.4 Evaluation of training program 39

2.3 Evaluation on the human resource training work of Deposit Insurance of Vietnam North West Regional Branch 47

2.3.1 Achieved results 47

2.3.2 Limitations 49

2.3.3 Reasons for the limitation 51

CHAPTER 3: A NUMBER OF SOLUTIONS AND PETITIONS CONTRIBUTED TO RAISE THE HUMAN RESOURCE TRAINING AT DEPOSIT INSURANCE OF VIETNAM NORTH WEST REGIONAL BRANCH 52

3.1 General development opinion and orientation of DIV North West Regional Branch for the period 2018-2023 with vision to 2030 52

3.2 Several solutions to raise the human resource training activity at the Deposit Insurance Vietnam North West Regional Branch 57

3.2.1 Identify training demand 57

3.2.2 Formulate the training plan: 63

3.2.3 Implement the training 65

3.2.4 Evaluating training program 66

3.3 Other solutions 67

3.4 Petitions: 68

CONCLUSION 70

REFERENCE 72

APPENDIX 74

LIST OF ABBREVIATION

Deposit Insurance Vietnam DIV

Deposit Insurance Vietnam North

West Regional Branch

LIST OF TABLE

Table 2.1 Table of Training Plan 34

Table 2.2 Integration training content 36

Table 2.3 Compilation of the training results of Deposit Insurance of Vietnam North West Regional Branch 39

Table 2.4 Survey statistics at DIV North West Regional Branch 40

Table 2.5 Evaluation on the quality of the training course implementation at Deposit Insurance of Vietnam North West Regional Branch 42

Table 2.6: Training cost, labour productivity 2018-2019 45

Table 2.7 Professional examination result 2019 ( on the scale of 100 in 5 rounds) 46

Table 3.1 Proposing training course for BHTG 59

LISTS OF DRAWING

Drawing 1.1 Human resource training process 17 Drawing 2.1 Map of branches organization of Deposit Insurance Vietnam 29 Drawing 2.2 Organization Structure of DIV North West Regional Branch 31

INTRODCUTION

1 Urgency of the thesis topic

According to a number of recent studies: Vietnam will have to face a great amount of challenging in terms of human resource quality including the low technical level of the labour (only occupying 20% of the labour force); low labour productivity in comparison to the countries in ASEAN etc Therefore, the profession using unskilled labour at simple training level will largely be affected and will face the risk of unemployment because of the development

of automation and artificial intelligence The quality of young human resources nowadays does not meet the requirements of the enterprises Newly graduated students when working at factories and companies usually have the difficulty in accessing scientific and technology equipment which are becoming more and more advanced Not only the professional skill but also the writing as well as the expression of many graduates are still weak One of their biggest disadvantages currently is the lack of thinking and creation ability and the activeness in work Normally, for each recruitment, the enterprises only receive 20% even 10% of the qualified candidates

In the mean time, the distance between human resource demand – supply is getting larger and larger, which makes the competition among enterprises to obtain the high quality human resources is becoming more and more intense It

is estimated that the field of finance – banking continues to be a “hotspot” with the demand index to be 6 – 7 times higher than the human resource supply In the current time as well as in the upcoming years, the difference between human resource supply- demand is very difficult to narrow in majority of the professions

However, the investment in human resource training and development at the enterprise currently is not well prepared Most of the enterprises do not have the strategy for human resource training and development, neither the

short term or long term, in order to be suitable with their development objectives In order to pursue a temporary activity, many enterprises willing

to continuously cut down the training activities for their staff Several managers either do not consider this to be one of their work or unintentionally forget this task because they are always busy with their business work Several enterprises organize training courses to improve the level, skills for their staff; nevertheless, these does not meet the expectation because the international standards are not applied into the training program, the contents and the methodology On the other hand, we are short of a great number of training experts who possess sufficient teaching ability and

On 8th August 2010, the Government issues “ Strategy for developing the Vietnam’s Banking industry by 2023 with vision toward 2030”, in which the view of developing Vietnam’s banking industry to be the life-line and essentiality of the financial system; the credit institutions or commercial banks are treated equally, compete in compliance with laws, operate in a self- control manner, are self- responsible During the recent time, even though the human resource of credit institutions has been improved significantly; however, Government still has the requirements on the emphasis of the development of the human resources for banking industry in order to ensure the successful implementation of strategy objectives Banking is considered to

be the lifeline of the national economy; therefore, improving the performance ability of the banking system has always been the issues which receives great attention from the society Recently, facing the complete reformation of the country, the banking industry has gained strong development regarding technology, management capability, financial ability and human resource From that, it step by step meets the requirements of international economic integration However, to be objective, while the human resource trained from the universities are large, there is still a lack of high quality human resource,

especially in the field of management, risk management, international investment, strategy planning etc As a result, it is critical and difficult to find a suitable and long term method to improve the quality of human resource, in order to meet the requirements for Vietnam’s banking system This paper will provide and overview of the current situation of the human resource in banking industry in the recent years, find the reasons for the limitation, at the same time, recommend several solutions to enhance the human resource quality for banking industry for the upcoming time

Consequently, both the theory and practice point out that it is essential to improve the training activities at the joint stock commercial banks Therefore, during the working process at Deposit Insurance Vietnam North West Regional Branch, based on the practical experience and the knowledge acquired, I select the topic “Solutions to raise the quality of the training activities for human resources at Deposit Insurance of Vietnam North West Regional Branch” as the research work

Singapore

In order to develop the high quality human resource, meeting the economic development demand of the country, Singapore government issued the “bilingual language” Accordingly, from 1966, Singapore stipulated that all the students at primary level were requested to study bilingual languages (English and the mother tongue) Simultaneously, the Government of this

country also encouraged and mobilized the movement of learning the third language (such as Japanese, German or French) That was the important turning point which did not only create the national character of Singapore, but also brought about the equality and work opportunity for the citizens of this country

After the economic recession in 1985, from July 1988, Singapore started applying the flexible salary system Accordingly, the salary mechanism of the vicil servants was created from the components which could be adjusted based on the efficiency of the economy, which did not have negative impacts

on the income brought back to the family The Form of the new flexible public service salary included: Basic salary; efficiency bonus; growth reward; mid year award or year end reward and other annual rewards At the same time, Singapore government always follows the method of paying salary according to the work performance

Japan

Japanese government has focused on education – training and always consider this to be the key national policy Accordingly, the government of this country stipulates specifically that the education programs for primary and secondary are compulsory; accordingly, all the students within the age from 6 to 15 are entitled to free education Thanks to the application of this policy, the rate of students passing the entrance examination to universities and colleges of this countries are increasing

This work is in order to prepare the knowledge, necessary specialized technique for the branch, encourages the staff to contribute and utilize the staff’s opinions in the process of making decision In case of issues relating to the operation of the company such as: finance, human resource, business policy, labour board directly consult the staff’s opinion when issuing the decision This cooperation makes the staff feel that they are respected and

treated equally; as a result, they have the responsibility and be ready for common goal

Master thesis of Nguyen Thi Ngoc Mai (2018), Human resource training and development at Vietnam Bank for Agriculture and Rural Development Hai Duong province – Thanh Mien Branch, evaluated the current status of human resource training and development; based on that, providing the solutions and petition for training at the Bank

Researches in the world:

Nguyen Ngoc Thang 2009 Human resource training, organizational strategy, and firm performance in emerging economies: The case of Vietnam ISBN: 978-90-5864- 197-7 Published in Belgium

Books of Dessler (2011), Ivancevich (2010), Noe and partners (2011), Torrington and partners (2011), Carrell and partners (1995) all emphasized that training is the process of studying in order to prepare the learners with knowledge, skills and work performance ability; training was mentioned as the strategic solution for enterprise activity 4 research topics on human resource training and the necessity of human resource training there are the master thesis of Type Johnstone, Spring 2012 with the topic” California need for engineers and stem education” The thesis provided the basic theories and the statistical data of the current situation of training in California

3 Research objective

The objective of the thesis is to propose the solutions to improve the human resource training activities at Deposit Insurance of Vietnam North West Regional Branch The thesis focuses on the solutions to develop the suitable training plan and training programs, contributing to the improvement

of training quality In order to obtain the research objective, the thesis identify that the specific tasks as followed should be completed:

- Study in depth the basic theories on the training procedure in the

financial field

- Survey, compile the data to analyze, evaluate, find the reasons for the current situation of the human resource training activities at Deposit Insurance

of Vietnam North West Regional Branch

- From the evaluation on the current situation of the human resource training activities at Deposit Insurance of Vietnam North West Branch, based on the theory foundation, the author provides several solutions, petitions and recommendations in order to contribute to improve the quality of human resource training activity at Deposit Insurance Vietnam North West Regional Branch

- Research time: The thesis focused on the collection, study and use the data relating the human resource training activities at Deposit Insurance of Vietnam North West Regional Branch within three recent years from 2017 to 2019

6 Research methodology

6.1 Data collection method

6.1.1 Secondary data collection

(1) The secondary data were mainly collected by desk data Such data resources include:

(2) Basic theories concerning the research study such as human resource, human resource management, training

(3) The domestic and international researches on this topic

(4) Journals, articles of the local and international conferences

The study of secondary data will help the student to formulate the research model and develop the research assumption on human resource management

in the field of commercial banking, to be the foundation for the testing of the current program and proposal of the solutions

6.1.2 Primary data collection

a/ By questionnaire

To test the assumptions withdrawn from the research model, the author will design and develop a quantitative questionnaire to the survey objects The questionnaire will include the general information in the research, the questions involving the solutions to improve the training activities from the propose researched and the contents collected from the answers

Measure: Likert scale from 1 to 5 will be used for majority of the questions in the quantitative questionnaire with 5 is the highest level and 1 equivalent to the lowest

- Sample object: the author peformed the survey inteview with all the employees working at the Deposit Insurance Vietnam, North West Regional and the deep interview with the managers

- Sample number: 100 questionnaire sheets in which 80 for the officers,

20 for the deep interview withthe managers

- Interview tools: the author used to questionnaire to perform the survey, interview (appendix 01), and the deep interview sample (appendix 02)

- Implementation timing: From July 2019 to December 2019

Questionnaire design: The questionnaire was designed to be suitable with the purpose of the thesis and the literature frame briefly and clearly The design procedure is as follows:

- Based on the objective the literature review to identify the required information: factors, variables and scales;

- Identify the types of questions;

- Identify the content of each question;

- Identify the language use for each question;

- Identify the logic for the questions;

- Draft the questionnaire;

- Get comments from several teachers on the questionnaire;

- Submit the questionnaire to the instructor;

- Instructor review, modify and agrees to perform the survey;

Basic content of the questionnaire:

- Introduction of the thesis name: author’s name, thesis’s name, main contents to be surveyed

- Provide explanation on wording necessary for the survey: personnel, human resource, training

b/ Pilot survey and specialist consultation

Before the survey samples are delivered widely, the author will proceed with the delivery of 05 answer sheets to the interviewer to have the preliminary evaluation to see if the questions and the information are sufficient and easy to understand, if needed, what kind of questions should be supplemented At the same time, the author will send the answer sheet to the instructor, the specialists, lecturers of management for consultation and in order to complete the questionnaire

6.2 Data analysis method

Quantitative method: The author will use the excel software to analyze the collected data The purpose of quantitative analysis is to identify the value

of each training activities at Deposit Insurance of Vietnam North West Regional Branch From that, based on the training modal for the author is

provide the suitable proposals to improve the training activities of Deposit Insurance of Vietnam, North West Regional Branch

Qualitative method: Along with the quantitative method, the research also use the qualitative method such as comparison, analysis, evaluation to clarify the research issue

7 Thesis structure

Besides the research introduction, declaration, acknowledgements, table

of contents, list of abbreviation, list of charts, drawings, conclusion, references, appendix, the research has the structure of 3 chapters:

- Chapter 1: Literature review on manpower and human resource in the field

-

CHAPTER 1: BASIC THEORY ON HUMAN RESOURCE AND

HUMAN RESOURCE TRAINING ACTIVITY

1.1 Basic theories on manpower and human resource

Or, Manpower is defined to include all the potentials of human within an organization (from staff to high level leader)

In regards of “manpower”, according to Pham Thanh Nghi and Vu Hoang Ngan” Manpower is the aggregate of human potentials – of which, the first and foremost is the working potential – of a nation or a territory during a certain period (5 years, 10 years etc.) suitable with the development plan and quality [1, p.24] In the recent materials, the term of Manpower is refered to the people who is currently and will be supplemented to the labour fource, including the number of students who are being nurtured and studying at the educational institution To sum up, manpower is the aggregate of the physical, intelectual and personality potentials of the labour in compliance with the socio-economic orientation in terms of quality, quantity and labour structure

of a nation, a local, a region, area during a certain period

Manpower contains all the human potentials in an organization or society (including the members in the enterprise management board) This means that all the members of the enterprise use the knowledge, ability, behavior and

conduct value to form, maintain and develop the enterprise Manpower is the aggregate of the internal and external factors of each person, ensuring the creation sources and other contents for the success and objective achievement

of the organization Manpower is understood as the power of each person demonstrated during the working process and this power consists of physical, intelectual and spiritual power

1.1.2 Definition of human resource

Human resource is man power Such power is considered in two aspects First, with the meaning of origin, it is the generation place of the power Human resource within a human That is also the basic difference between human resource and other resources Second, human resource is understood as the total human resources of each individual With the role of one resource of the development process, human resource is the human power with the ability

to create material and spiritual wealth for the society which is presented as the certain quantity and quality as a certain time

The term human resource is widely used in the countries with economic resource developing from the middle of XX century, with the meaning of human power It shows a reconsideration of the role of human factor in the development process Connotation of human resource does not only include the people within working age with working ability, it also does not only cover the quality but also contains a broader implication

Previously, researches on human resources generally emphasized the quality and its roles in socio-economic development In the theory of economic growth, human is regarded as an efficient tool to ensure the substantially economic growth Human even is considered to be the special capital for the development – human capital In terms of this aspect, Union of Nations stated that human resource is all the human knowledge, skill and ability with relation to the socio-economic development of the country Nowadays, human

resource also covers the aspect of quantity, not only the people within the working age but also the ones outside the working age

In our country, the definition of human resource has been widely used since the beginning of reformation This matter is demonstrated clearly in the research works on human resources According to Professor -Academician Pham Minh Hac, human resource is demonstrated through the population quantity and human quality (including physical, intellectual and personality quality) Therefore, human resource does not only consist of the quality of the current human resource but also the human resource supply in the future From the above analysis, in the most general form, it is understood that human resource is a category used to refer to the potential power of the citizens, the mobilization ability to participate in the process of creating material and spiritual wealth for the society at the present as well as in the future Such ability and power can be shown through the quantity, quality and structure of the population, especially the quantity and quality of the people who are qualified to participate in the social production

Or human resource is the human power including (health, living standard etc.), intellectual (intelligence, gift, personality etc.), spiritual (activeness, creation, working attitude, etc.) and is considered in many aspects: According

to Bui van Nhon, human resource in an enterprise is “enterprise human resource is the labour force of each enterprise, it is the number of people in the list of the enterprise, paid by the enterprise” [9, p 72] In a narrow meaning: it includes the group of citizens within the working age and with the working ability, this is considered as the labour force In wide meaning: it is understood as the human resource of a nation, a territory, a part of the resources with the organization mobilization to participate together in the socio-economic development along with the material and financial resource Through this, it can be seen that human resource, besides the matter of being

the current and future labour force, it also includes the spiritual, intelligence and physical power of individual in the community, in the nation It can be brought out or be able to be brought out to use in the social development process 8nNowadays, human is regarded as the special resource, a key resource in the socio-economic development Human is also the foundation for the substantial development Therefore, the development of qualified human resource is the top objective of the enterprises

1.2 Basic theories on human resource training activities in deposit insurance field

1.2.1 Human resource training

There are many view points on human resource training According to

Michael Armstrong (1996), human resource training is the systematic development of group of skills, knowledge and attitude necessary for each individual in order to fully complete a task or a certain work In compliance

with Nguyen Ngoc Quan (2004), training and development in the enterprises

are the activities to maintain and raise the quality of the human resources of the organization, which is the crucial condition for the organization to be able to sustain and win in the competitive environment Therefore, human resource training in a broad definition can be understood as the system of solution used to impact the learning process in order to help people to obtain new knowledge, skills, change the opinion or behaviour and improve the performance capability of the individual

Training mentions the education of the practical skills, profession or knowledge relating to a specific field, for the learner to learn and master such knowledge, skills and profession in a systematic manner to prepare for such person to be able to adapt to life and have the ability to take charge of a certain work The definition of training normally has a narrower meaning than the definition of education, training is generally mentioned in the latter stage,

when a person reaches a certain age with a certain level There are many kinds of training: basic training and intensive training, specialized training and vocational training, re-training, distance training, self training etc

Training is understood to be the learning activities with the purpose of helping the labour to perform more efficiently their task and responsibilities That is the learning process to make the labour understand better about their work, it is learning activities to improve the level and skills of the labour to perform their labour task more effectively Training is the human resource development, it is the aggregate of the organized activities happening in a certain period to change the professional behavior of the labour

Human resource training and development: is the aggregate of all the learning activities provided to the labour by the organization in a certain period in order to raise the professional level and ability, as well as change the working attitude and method of the labour to help them to perform more effectively their tasks and duties “human resource training and development all are the activities with the purpose of providing the labour with knowledge, skills and tactics to assist them to perform more efficiently their tasks and duties Training helps the labour to perform more efficiently the foremost work, it also develops to prepare the labour with the knowledge and skills to conduct effectively the more demanding work in the future The difference between human resource training and development is only relative, between them, there is always a dialectical relation

For the enterprises, the recruitment does not always satisfy the work requirement immediately At the same time, the difference in the culture and working style also leads to the irreplaceability of the training activity There are two groups of training method: (1) Direct training at the workplace (internal training) which are the methods in which the learners will learn the knowledge, skills and culture necessary for the work through the practical

implementation of the work and the available situations at the enterprises, generally under the instruction of the group leader or the experienced and skillful labour; (2) work external training are the form of training in which the learners are separated from the actual work

1.2.2 Roles of human resource training

The objectives of human resource training is to optimize the current human resource and enhance the profession and efficiency of the organization

by helping the labour to have better understanding of the work, master their own profession and perform their tasks and duties in a more voluntary manner, as well as raise their ability to adapt with the work in the future For the enterprises, the human resource training and development has a certain effect and meaning which bring about the practical benefits for both the enterprises and the labour as well as the society These three factors are presented clearly as follows:

For the enterprise

Create the favourable conditions for the enterprise to raise the labour productivity and business efficiency At the same time, maintain and enhance the qualified human resource, create the great competitive advantage for the enterprise in the market

Possess the succeeding management and specialized officer, help the staff to obtain necessary skills to get closer to the promotion opportunities, from which they can replace the management and specialized officer when necessary

Human resource training and development has great meanings in work guidance for new employees The orientation programs for the new staff will promote them to promptly adapt to the working environment of the enterprise Avoid out of date management situation Enterprise management officer need to apple the management methods which are suitable to the changes in the technological procedure and business environment

Resolve the issues of organization including the contradicts and conflicts among the individuals, divisions with the managers in the enterprise, build the management policies to manage the human resource with high efficiency

For the employees

Directly help the staff to perform the work better, especially when the staff do not need the standard, or when the staff are assigned with the new work

Employees are equipped with necessary specialized skills and knowledge, which encourages the employees to work more effectively and passionately, get many achievements, they will want to take charge of the challenging work with higher promotion opportunities

Create profession and commitment between the employees and the enterprises

Update the new skills, trend and knowledge to the employees, from that, the entire employees can apply successfully the technological and technical changes in the enterprise

Create the chance for the employees to have new outlook and thinking for the work they are in charge of, which is the foundation to promote the creativity of the employees

For the society

The process of human resource training and development is regarded as

a critical issue of a nation, it directly impacts the society development, simultaneously is one of the effective methods to fight unemployment

Investment in training is the kind of investment which is strategic for the prosperity of the enterprise in particular as well as for the state in general These are the information to help the enterprise to have more thorough understanding of the definition, roles of the human resource development and

training, from that to find the best objective, form and process for the training

of their own enterprise

The main goal of the security insurance activity for the human is developing and using safely and efficiently the human resource for substantial competition

1.3 Human resource training process

Training process is performed in four steps

Drawing 1.1 Human resource training process

1.2.3 Step 1: identify training demand

Including:

• Evaluate training demand

• Identify the specific demand for training

Step 1: identify the training demand

Step 3: implement the

“Evaluating the training demand is the process of collecting and developing the information to clarify the demand to improve the work performance and determine whether training is the practical solution.”

This evaluation will help to eleminate the training programs which are unsuitable, to identify the suitable training demands which have not been satisfoied and to identify the training objectives for the formulated programs

Several demonstration of training demand:

In regard of the employees:

o High rate of waste, low productivity

o Many working accidents

o Great amount of working time

o High absence rate (boredom, work fear)

o Too many complaints from the customers

In regard of the manager:

o Too high job resignation (unsatisfaction with the job)

o Great amount of working time

o Decreasing working spirit

o Lack of cooperation from the employees (this is the most important point to train the manager immediately)

Of course, training is not only for the reason of bad working result but also due to the spefici purpose of the training process

Information source to evaluate training demand:

Development plan oft he company

• Notes on the employees

• Work performance result evaluation

• Job descriptions

• Complaints and reactions from the customers

• Errors and mistakes

Such information sources need to be analyzed carefully to recognize the necessity for training and what skills to be trained There are 3 approaches to evaluate the training demand:

–Analysis at the organization level: containing the following analysis:

o The support and assistance of the management and colleague

o Strategy of the organization

o Resources for training

–Analysis at the implementation level:

o Develop the list of tasks

o Recognize the necessary knowledge, skills and attitude toward the work

– Analysis at the individual level

o Evaluate the work result of the individual

o Evaluate the individual’s character: knowledge, ability and attitude

The evaluation of the training demand at different approaches points our different issues in training work

1.2.4 Step 2: Make the training plan

Actually, this is the stage of planning and developing the training program In order to succeed, it is necessary to:

• Identify the objectives and the required conditions

• Combine three factors of success: design, diffusion and logistics

• Identity the optimal strategy

• Prepare the general plan

When preparing the general plan for the training development, the contents include:

• Opinion of the leaders on training

• Name of the training program

• Objectives of the training program (the objectives should be specific and able to be measured)

• Specific content of the training program

• Order of the teaching and instruction materials

• Identify the training demand and subjects

• Who will perform the training, ‚timing and cost

• Training format and method

• Post-training policy and environment

When designing the training program, it is necessary to pay attention to many factors:

1) Training content

• Learn the basic skills or basic knowledge

• Learn from the experience or theory

• Analysize in details the knowledge to be trained (specialized and private foundation, basis and technique of the company etc.)

2) Principles of the learning:

For training to be effective, it is necessary to pay attention to the following learning principles:

• Feedback: inform back the result to the learners

• Practice: with the purpose of improving the working reflex and habbit

• Relevance: States the meaning of the training program for the learners

• Participation: state the willingness to participate of the learners in the

• Apply the things studied

3) Characters of the learners: Quantity as well as the ability of the learners

should also be considered in designing training program

4) Limit of the organization

That is the issues of: finance, training officer, timing, or the facilities available

to show whether the training program could be conducted at the current position or from the outside

–Skill training: the suitable training method to skill training includes the training method of specific work such as training by the measure of work instruction (or also referRed to as the method of: Talk, Instruct, Do and Practice) abd training as well as basic training, vocational education, instructions by videos

– Training to change the skills and communication attitude: The methods suitable to the training programs to change the skills and communication attitude contains the conferences, discussion, role play, behaviour development and sensitive training

– Decision making ability and problem solution training: the suitable methods includes: analysis method, situation resolution and business games

1.2.5 Step 3: Implement the training

The objective of the learning and training is to change the Knowledge, Behaviour and Attitude of the learners

At each objective and level, there are suitable methods

Classify the training forms:

* According to the content orientation training

–Training in compliance with work orientation

–Training in compliance with enterprise orientation

* According to the training objective and content

–Training to instruct work to the employees

– Skill training

–labour safety technique training

–Specialized technique improvement training

–Management ability training and development

* According to the training form organization

–Formal training

– Service training

–Classes by the factory

– Tutorial on the spot

* According to training location or place

–Training at the work place

We should focus on the methods which are applicable in Vietnam in the upcoming period as well as in the future

* Group 1: Use the manager and expert training

o Trainee

o Role play

o Listening and Seeing technique

* Group 2: Used to train the workers who directly participate in the

production or the profession staff:

o On the spot tutorial

o Vocational education

o Methos using emulation tools

o Formal training

1.2.6 Step 4: Evaluate training program

The most important point of training program evaluation is whether the work efficiency of the staff change toward the expectation or not? Therefore, it is necessary to compare the productivity of the staff before and after training to determine if the training program meets the training objectives?

During the process of evaluation, these following issues could be focused:

• Feedback from the learners (Whether the learners find the training useful or not?

• Study result (what the learners gain?)

• Application of the study results (whether the learners change their working behaviour or method in the work or not?)

• The effects of such behaviours on the result of the organization (results from the training?)

In order to measure the reac tion of the learners, we can survey their opinions through scientific questionnaire

In order to survive and develop in the long term, each enterprise should always optimize every investment decision including the investment in human resource training In order to achieve success in human resource training, the enterprise should have their own strategies, philosophy suitable to the

conditions of each enterprise The success of the enterprise can only be

obtained if the enterprises possess difference in investment and business

strategy

CHAPTER 2: CURRENT SITUSTION OF TRAINING WORK TO

ENSURE HUMAN RESOURCE SECURITY AT THE DEPOSIT

INSURANCE VIETNAM NORTH WEST REGIONAL BRANCH

2.1 Introduction on Deposit Insurance of Vietnam North West Regional

Branch

2.1.1 Deposit Insurance of Vietnam

In the begining of 1988-1990, it witnessed series of urban credit

institutions failures across the country, seriously affecting public confidence

on the banking system Eventually, the model of people's credit fund (PCF)

was piloted under Decision No 390/QD-TTg dated July 27th, 1993 by the

Prime Minister The Ministry of Finance issued the Rules of insurance on

PCF responsibility for term deposits in accordance with Decision No

101-TCQD/ BH dated 02/01/1994 Accordingly, the then-Vietnam Insurance

Corporation Vietnam (Bao Viet) launched operations of deposit insurance as

an introduction of deposit insurance policy in the nation Subsequently,

although the financial crisis in Asia in 1997 did not touch Vietnam, it was a

warning bell for the banking system in Vietnam, determining the necessity to

attach better importance to the deposit insurance matter Establishment of the

deposit insurer is inevitable in line with the growing trend of deposit

insurance models occurring around the world and Vietnam’s strong

integration in the global economy in that period

In this context, the Deposit Insurance of Vietnam (DIV) was

established by Decision 218/1999/QD-TTg dated November 9th, 1999 by the

Prime Minister, and officially put into operation on July 7th, 2000 under legal framework such as Decree 89/1999/ND-CP and Decree 109/2005/ND-

CP amending and supplementing some articles of Decree 89), Decision 75/2000/QD-TTg The DIV is the only organization that implements policies

on protecting the legitimate rights and interests of depositors; supporting credit institutions in trouble; controlling and preventing from exposure to risks in banking activities

In the early stage of the introduction of deposit insurance, the DIV had faced quite few challenges Many local PCFs in different geographical areas had been under waek performance, with some funds confronting with the risk

of failure The organizational structure of the DIV had been unstable while there were no technically specific mechanisms of operation Thanks to the close direction of the State Bank of Vietnam (SBV), the effective support of the relevant agencies, ministries, departments of the Government and the competent units under the SBV, the DIV has step-by-step come into stability

In addition, the leaders, officers and employees of the DIV as a whole have been always united, striving for the common goals During this period of time, the DIV has had a network that includes a headquarters and six regional branches The apparatus in the headquarters has the Board of Directors, the Board of Management, associated with departments, divisions; while the regional branches establish their units

In 2006, the Deposit Insurance of Vietnam had been restructuring its organizational strructure, separating the Department of Supervision into the Department of Banking Supervision (Supervision I ) and the Department of Other Credit Institutions Supervision (Supervision II); separating the Department of Examination into the Department of Banking Examination (Examination I ) and the Department of Other Credit Institutions Examination (Examination II); newly establishing the Department of Research and

International Cooperation Furthermore, the Deposit Insurance of Vietnam has carried out the restructuring process of the regional branched In this period of time, the Deposit Insurance of Vietnam has made a remarkable turning point, with the proposal of consolidating the legal basis for deposit insurance operation

In 2007, the Government of Vietnam assigned the SBV to play as a key role of building up the draft law on deposit insurance in cooperation with competent ministries, departments and agencies On that basis, the Deposit Insurance of Vietnam has pro-actively made research, proposal of the content

of the draft law in consultation with the SBV In the course of the building up

of the draft law, the Deposit Insurance of Vietnam has received positive supports of international partners such as the World Bank, Asia Development Bank Earlier, the Deposit Insurance of Vietnam became the International Association of Deposit Insurance of Vietnam in 2006 The Deposit Insurance

of Vietnam has signed memorandum of understanding with international deposit insurance partners, including Deposit Insurance Corporation of Japan (DICJ), Korea Deposit Insurance Corporation (KDIC), Central Deposit Insurance Corporation (CDIC), Depositor Protection Agency (DPF) of Laos, creating chances for the Deposit Insurance of Vietnam to learn lessons of success from each of nations in order for practical applications in Vietnam Especially, the Deposit Insurance of Vietnam successfully hosted the Annual Conference V of Asia Regional Committee (ARC5), IADI in 2007, helping enhancing the position of Vietnam

Organizational restructuring, strengthening capacities

The Law on Deposit Insurance has officially taken into effect on January 1st, 2013, from which the operation of deposit insurance has been adjusted by the highest legal basis In this stage, the Deposit Insurance of Vietnam has continued making research, consultation with the SBV and

completing the legal documents guiding the law; at the same time, proactively bringing the law on deposit insurance into reality So far, the Deposit Insurance of Vietnam has finished the restructuring process of the headquarters and six regional branches in parallel with Decision 3090/QD-NHNN dated December 31st, 2013,

The year 2014 remarks a 15 year history of building and developing deposit insurance system, and is a pivotal step in completing the legal basis and organizational model Thanks to close direction of the SBV, so far this time, the legal documents guiding the law on deposit insurance have been issued; while the group of senior leaders of the Deposit Insurance of Vietnam has been gradually consolidated, creating a firm foundation for the stable development

Identify the model, expand the working network, complete the profession

In 2016, DIV experienced serveral outstanding milestones:

On 1st April 2016, Prime Minister of the Government signed the Decision No 527/QD-TTg regarding amendment and supplementation of serveral articles of the Charter on Organization and Operation of DIV issued with Decision No 1395/QD-TTg dated 13 August 2013 Under this Decision, the organization model and operation of Deposit Insurance of Vietnam was determined clearly as“ the State financial organizaiton, operates in the model

of one member limited Company whose Charter capital is 100% owned by the State“ The clear identification oft he operation model built a stable legal position for DIV

On 24th March 2016, the Governor of State Bank of Vietnam signed the Decision No 405/QD-NHNN regarding amendment and supplementation of Decision No 3090/QD-NHNN dated 31 December 2013 on the structure and organization of DIV Under this Decision, SBV Governor approved for DIV

to open two new branches: North West Regional Branch with the headquarter

in Viet Tri city and Da Nang Regional Branch with the headquarter in Da Nang City, offcially increased the number of branches under DIV to 8 nationalwide Stimultaneously with the establishment of the two new branches, DIV were allowed to set up two new divisions: Participation in special control and Asset recovery Department and Training Department This is a turning point in identification of the organization structure and operation expansion of DIV, building the foundation for the sustaintial development of the organization

Looking at the whole process from the early milestone of November 9th,

1999 to present, the Deposit Insurance of Vietnam, after 16 year history of building and development, has experienced a long journey of success All the above factors are the on-going efforts of leaders, officials and staff of the whole system of deposit insurance in different stages We all look forward to achieving the common goal of building public confidence on the banking system through effective deposit insurance policy, from governance, organizational structure to operations

 Organization Structure of Deposit Insurance Vietnam

Drawing 2.1 Map of branches organization of Deposit Insurance

8 branches under DIV insurance, is assigned with the tasks of managing organizations participating in DIV in the region of 8 provinces: Phu Tho, Vinh Phuc, Yen Bai Lao Cai, Tuyen Quang, Ha Giang, Lai Chau and Cao Bang The establishment of DIV North West Regional Branch is under the general development strategy of DIV, with the aim at constructing the network covering the whole country, especially the key economic regions, from which performs properly the purpose of protecting the legal rights and benefits of the depositors, contributes to maintain the stability of the credit institutions and ensures the safe, healthy development of the banking activity The appearance of DIV North West Branch will contribute to the acceleration

of the banking activity in the area of 8 Northwest provinces to develop more and more stably, ensuring the maximum attraction of the capital sources within the people to serve the economic investment and development of the North West region

Currently, the DIV North West Regional Branch is under business operation with 18 staff with the organization structure as follows:

Established under Decision No 290/WD-BHTG, dated 19 May 2016 of the DIV Management Board

2.2.1 Work of identifying the training demand

In the training procedure, the task of identifying the training demand is always the first and plays the crucial influence on all the training process The Training Department at the headquarter will base on the proposal and annual employee evaluation of the branches compiled from the units They do not actually take the initiative to survey and study the personel of each unit

When evaluating the training demand, people tend to start with the opinion that training results from bad working results In majority of the companies, and currently at DIV North West Regional Branch, training demand is only identified based on the reaction to arising issues Therefore, the identification of the ineffective working results from the staff does not always caused by training Based on the three approaches to identify training demand in Chapter 1, the author would like to evaluate the training demand identification of DIV North West Regional Branch as follows:

- Analysis at the organization level:

+ Support and assistance from the management and colleagues: