Learning and Development at Vietnam Maritime Commercial Joint Stock Bank

ContentsEXECUTIVE SUMMARY31.INTRODUCTION52.FISH BONE ANALYSIS62.1. Material72.2. Human Resources82.3. SOP82.4. Environment83.STANDARD OPERATING PROCEDURE8The Exiting SOP9The innovative SOP144.DASH BOARD174.1. Number of Classes194.2. Number of Participants204.3. Class Participation204.4. Number of Participants in Onboard Training205.RECOMMENDATIONS205.1. MATERIAL215.2. METHOD225.3. HUMAN225.4. ENVIROMENT235.5. DASHBOARD23CONCLUSION24REFERENCES26

ACADEMY OF FINANCE

Learning and Development at Vietnam Maritime Commercial Joint Stock Bank

HANOI, 2018

EXECUTIVE SUMMARY 3

1 INTRODUCTION 5

2 FISH BONE ANALYSIS 6

2.1 Material 7

2.2 Human Resources 8

2.3 SOP 8

2.4 Environment 8

3 STANDARD OPERATING PROCEDURE 8

 The Exiting SOP 9

 The innovative SOP 14

4 DASH BOARD 17

4.1 Number of Classes 19

4.2 Number of Participants 20

4.3 Class Participation 20

4.4 Number of Participants in Onboard Training 20

5 RECOMMENDATIONS 20

5.1 MATERIAL 21

5.2 METHOD 22

5.3 HUMAN 22

5.4 ENVIROMENT 23

5.5 DASHBOARD 23

CONCLUSION 24

REFERENCES 26

EXECUTIVE SUMMARY

Vietnam Maritime Commercial Joint Stock Bank (MSB) is proud of beingthe first commercial bank established (in 1991) during the period of Vietnam’seconomic reform and rapid development Over 28 years of development,thanks to the collective strength and pioneering spirit of our foundingshareholders, MSB has constantly set new ground-breaking milestones in thefinance and banking sphere

The purpose of this research is to figure out the current process, synthesizeand evaluate the effectiveness of Learning & Development activities at MSB,and from that we will come up with solutions which can improve the process oftraining activities in order to raise the quality of employees as well as minimizecosts for this process The banking sector requires an extremely high quality ofstaff to adapt and thrive in the market In MSB, we recognized the mainproblem in training and development activities is quality of material andmethods of training courses which is one of reason wasted up to $22.000/yearand the year end evaluation score of 2020 is reduced by 1.1 compared to 2019

It reflects the quality of training and staff's performance is decreasing By usingthe Fish bone diagram, our group had already found out the problems that thebank is facing to find the most affecting ones After that, we will give somesuggestions of method which increases training efficiency and staff quality tothe highest level We will also introduce mode of operation in 4.0 which savesnot only about $3,000 per year for MSB but also considerable manpowersaving

We hope that our proposal can help the bank improve its labour efficiencyand quality of operation, maximize the profit and have lowest learning anddeveloping costs Although it will change the old way of operation, it requireslabour to be more productive and take amount of money for material, it helpsthe operation of the bank smoothly and offers more potential for development

With the extensive competition , greater demand for providing betterproduct and services, continuously changing in technology and businessenvironment in commercial banking sector demanding more than ever in thepast the emphasis on trained employees in order to meet the requirements ofthe customer and the business survival, banking industry now calling for up todate/latest and broader banking knowledge, skills, abilities for maintainingtheir existence and growth, which demand for the proper and effective training

to the employees

With the current high demand for employees quality, MSB is increasinglyfocusing on employee learning and development, and this is performed andevaluated by Learning & Development (LnD) center In 2019, LnD centerorganized 112 study programs including 41 programs for in-house training, 17programs that the Bank cooperated with its partners which are held at MSB (in-

house), and 46 programs employees go to public class It is total 347 classes,

257 classes taken by Internal lecturers, 35 in-house classes, and MSBsupported employees to join 46 public classes organized by domestic andforeign partners The number of employees trained in 2019 was 5,679,accounting for 71% of the total employees in the whole system

Learning activities at MSB are demonstrated through the following specificprograms: Firstly, it is new employee training program This is the trainingprogram with the largest number of classes and the most costly in the bank.Through this training course, the Bank has screened and selected employeeswho could satisfy the requirement of the actual work Secondly, Producttraining program at MSB is built for employees who are working in the bank.LnD center has organized 150 classes with the participation of 1782 staff forthis program Beside, Skills training program is one of the programs beingpromoted by MSB such as leadership skills, primary management skills,delegation skills, building a professional image and golden principles incommunication, MSB continues to hire external partners to perform Finally, inaddition to the internal courses organized by the Bank, the LnD center has sent

213 employees to study 46 public courses in the country and sent 15 employees

to participate in 9 training courses abroad

2 FISH BONE ANALYSIS

 The Problem

Training courses at MSB are held annually for employees to improve theirqualifications, knowledge and increase the quality of work However,according to the statistics, the average score at the end of the course in 2020 is1.1 points lower than in 2019 In other words, there is a marked decline in theoutput quality of the 2020 training course The lower score reflects the level ofpost-trained trainees is not as good as in 2019 With such a decrease in averagetest, there are about 500 trainees fail in 2020, the Learning and DevelopmentDepartment of the company must spend about 21,700 USD for retraining

 The Causes:

2.1 Material

Material is the decisive factor that makes the good quality of a trainingcourse One of the most important materials is the lecture However, there is anexisting problem that many lectures are not well prepared before going to class,making it difficult for trainees to acquire the knowledge they need to learn.Lectures are not yet spirited, not linked to the actual work of trainees, so thequality of learning is not as good as expected

In addition, there is a lack of investment in infrastructure and facilities fortrainees to study Firstly, MSB has not built a general training managementsystem, so it is difficult for trainees to find out information about courses aswell as refer to learning materials Secondly, the facilities for training classesare deficient For E-learning, the company is not able to fully preparecomputers and headphones for trainees With in-class lessons, MSB still has torent an outside room to organize class.

Before each course, it is important to collect data on the training demands

of the staff members to choose and conduct an effective training However, thesurvey data is still cursory, not focused and has not gone into the practicalissues of employees

2.2 Human Resources

The human resources factor needs to be emphasized in the training process

A decline in quality of training could result from a decrease in the quality ofthe faculty Currently, many good lecturers have quit their jobs, in addition,some lecturers have not been standardized in teaching skills The employees inthe company also do not attach importance to training Specifically, theproportion of faculty members as senior managers is very small, instead,lecturers with less experience and knowledge teach classes more often becausesenior managers have quite busy schedules Low level managers will not beable to deliver the best lectures to trainees

The poor quality of lectures or the fact that the lecturers have not properlyinvested in their teaching also comes from the very low salary paid to thelecturers, currently about 4.35 USD/hour

2.4 Environment

MSB has not created an environment to encourage staff to participate intraining Due to not attaching training as a criterion to measure the KPI's laborperformance, the company has not yet motivated employees to participate intraining Instead, managers often place a heavy emphasis on employee sales,causing most employees to focus on the sales and unable to arrange time toattend training courses

3 STANDARD OPERATING PROCEDURE

A Standard operating procedure (SOP) is a procedure specific to your

operation that describes the activities necessary to complete tasks inaccordance with industry regulations, provincial laws or even just your ownstandards for running your business Any document that is a “how to” fallsinto the category of procedures In a manufacturing environment, the mostobvious example of an SOP is the step by step production line proceduresused to eke products as well train staff

For training activities at MSB, the SOP is a step-by-step guide toimplementing the steps in organizing training activities in the bank

 The Exiting SOP

Step 1: Notice of course enrollment

Ten days before the start of the course, based on the training plans of theunits from time to time, as well as the program objectives and participants.Training and development implementation: For training programs that need torecruit participants: LnD makes enrollment notices sent to the units Trainingassistant at the communication unit to the staff of the unit to register toparticipate in training For training programs that do not require enrollment:LnD will send invitations to participants to attend the course

Step 2: Sign up for training

For training programs need to recruit participants: Upon receiving theenrollment notice, based on the training needs of the unit and the course

subject, the unit shall make a list of training registration according to the formsent to the training assistant at the application position to synthesize the list ofstaff participating in training and submit to the leader of the unit for approval,send the list of trainees to LnD.

For training programs that do not require enrollment: Unit confirms theparticipation in training of its employees The unit reminded employees toparticipate in the study in accordance with the Bank's regulations;

Step 3: Compile the list of trainees and learners

Five days before organizing the course, Based on the unit's registration list

to participates in training and the subject of the enrollment notice, LnD reviewsand agrees with the units

Step 4: Submit to the Leaders for approval to organize the training course

After obtaining the required information from the units on the organization

of training for employees, LnD made a report to submit to leaders for approval

of the organization The report includes the following information: name of thecourse, target of the trainees, list of students, time of organization, form ofassessment, organization cost, organization form, list of trainers

If the training content and the list of trainers were not correct, LnD wassent back to the unit to rework If qualified following the instruction form fromLnD, continue to the next step

Step 5: Sending an invitation letter to the participants

Sending a letter inviting trainers to participate in teaching: Based on the list

of trainers, arrange appropriate teaching schedule, send invitations to trainers.The invitation content includes the following information: Course name,location, lecture time, lecture content, and clue to support the class Afterreceiving the training schedule, Trainer returned the materials to LnD so thatLnD would prepare it to print it out for the participant;

LnD sent out invitations to the participants: Three days before the course,Based on the participant list, LnD sent an invitation letter to participants and cc

to the participant's unit leader; The content of the invitation includes: coursename, study time, study method, target of participants, attached instructioninformation, clue to support the class.

Step 6: Prepare for the organization

LnD in collaboration with unit preparing to organize training, Includes thefollowing: Prepare tea break, Prepare classroom support tools, documents, lists,attendance records, course quality assessment sheets, Arrange training roomaccording to request from trainers;

Step 7: Conduct training course

On the opening day: Training

officer hand out materials to

participants and sign attendance

at the beginning of the hour,

Opening the course: Inform

participants about the time of

study, the rules of the class, the

rules of training, dissemination

of curriculum, exam schedule

and final exam format;

During class: Training Officer support for instructors to use classroom equipment;

Track course progress, recording information about the participant's status;

End courses: Training Officer distribute course survey form; guide participants on

the principles for completing course evaluation sheets; Collecting evaluation formfrom trainees; Organizing final exams for participants at the end of thecourse;Training officer enters class data including the following information:participant code, name, title, participant's unit, course name, start time, end time,training method, training location, duration of course, participation status, testscores after training course;

The name of the trainer for that module, the information of the trainer such as:staff code, the title of the trainer, the unit of the instructor, the participant's rating

on the teaching quality of the instructor

All of the above information is entered by the Training officer to save data toexport whenever needed

Step 8: Post-course assessment report:

Training officer do this within five

working days after the course ends; At

the end of the training course, LnD

synthesized and made course reports:

Data entry of course quality assessment

sheets, synthesizing participant

opinions; Notify the results of training

quality assessment and participation in

training to trainees, trainers, trainees'

managers, and training assistants at the

Step 10: Pay the cost of the end of the course:

LnD prepares documents related to the course, sends it to the accountingdepartment to submit the payment for training costs

Step 11: Payment implement:

The accounting department submits to the leader to pay for the trainingexpenses

Step 12: Storing course records

Training officer enters class data including the following information:participant code, name, title, participant's unit, course name, start time, end time,training method, training location, duration of course, participation status, testscores after training course;

The name of the trainer for that module, the information of the trainer such as:staff code, the title of the trainer, the unit of the instructor, the participant's rating

on the teaching quality of the instructor

All of the above information is entered by the Training officer to save data toexport whenever needed

And this is the proposed process

 The innovative SOP

Step 1: Build detail monthly training plan

On 20th every month, Base on the approved quarterly training plan and theprogram implementation resources, LnD plans to develop monthly training plans

Step 2: Provide list of participants and list of trainers