(LUẬN văn THẠC sĩ) poor customer service behavior of employees at joint stock commercial bank for foreign trade of vietnam – ho chi minh city branch

PROBLEM IDENTIFICATION

Company Overview

Established on April 1, 1963, the Joint Stock Commercial Bank for Foreign Trade of Vietnam, commonly known as Vietcombank, originated from the Foreign Exchange Bureau of the State Bank of Vietnam The bank successfully transitioned to a joint stock company by implementing its equitization plan through an initial public offering (IPO) on June 2, 2008.

For over 50 years, Vietcombank has played a vital role in enhancing the stability and growth of the national economy, serving as a key foreign trade bank that promotes efficient domestic economic development while significantly impacting the regional and global financial landscape.

Vietcombank, originally established as a specialized bank for foreign trade, has evolved into a versatile financial institution offering a comprehensive range of services in international trade These services include traditional offerings such as capital trading, credit, and project financing, as well as modern banking solutions like forex trading, derivatives, card services, and e-banking The Vietcombank Ho Chi Minh City Branch (VCB HCM), founded in 1976, has become the largest branch within the Vietcombank system, contributing over 30% of the bank's total profit before tax in recent years As of December 31, 2016, VCB HCM reported total assets of 102.808 trillion VND, total deposits of 99.851 trillion VND, and total loans of 76.258 trillion VND.

Figure 1: Organization’s structure of Vietcombank Ho Chi Minh City Branch

(Source: Human Resources Department of Vietcombank HCMC Branch)

Background of the problem

TIEU LUAN MOI download : skknchat@gmail.com

This part discusses the problem of low evaluation of individual customer service quality at Vietcombank’s service department

The Service Department of Vietcombank, particularly at its HCMC branch, encompasses eleven trade offices and two customer service departments that cater directly to both individual and organizational customers through transaction counters Tellers, as the bank's frontline representatives, must possess exceptional customer service skills While service quality is crucial for both customer segments, Vietcombank prioritizes individual customer service to enhance its market share in the retail banking sector, aiming to be recognized as "The Vietnamese number-one bank in retail banking." Given that individual customers significantly outnumber organizational clients, a recent report indicating a rise in complaints from individual customers poses a serious threat to the bank's growth Consequently, this thesis will focus exclusively on analyzing service quality for individual customers, addressing two key issues: the increase in customer complaints and lower customer evaluations compared to competitors.

1.2.1 Individual customers’ complaints about VCB customer service at the counters

In recent years, Vietcombank has aimed to enhance its market share in the retail banking sector, aspiring to be recognized as the leading bank in Vietnam for retail services Despite this ambition, the bank frequently faces customer complaints regarding the quality of service at its transaction counters Notably, the HCMC branch, as the largest branch of Vietcombank, receives the highest volume of these customer grievances.

According to the monthly Customer Service Report from Vietcombank’s Retail Banking Product Management Department, which is distributed to all employees via email, there has been an increase in complaints regarding the quality of customer service at the Vietcombank hotline.

In recent months of 2017, complaints at Vietcombank's HCMC branch have consistently represented over 60% of total grievances, with the HCMC branch alone accounting for approximately 20% due to its significantly larger scale compared to other branches The following table highlights the sectors of complaints and common issues that customers have expressed dissatisfaction with after utilizing services at the HCMC branch counters.

Table 1: Popular problems customers complain about

Sector of complaints Popular problems

- Tellers take long time to get the transaction done

- Tellers make errors during making the transactions

- Tellers show bad attitude towards customers

- Card has not been activated

- Customers' information has not been updated

- Debit/Credit card is stuck in the ATM

(Source: Vietcombank’s Retail Banking Product Management Department)

It can be seen from the table that 61% of the complaints for service at Vietcombank HCMC branch is about customer service, including bad service and attitude of employees

Vietcombank has faced numerous complaints regarding its customer service, both through its hotline and on social media platforms A 2016 survey by BuzzMetrics revealed that Vietcombank ranks among the local commercial banks with the highest number of customer service complaints on sites like Facebook and various forums The service quality at Vietcombank, along with other state-owned banks, is often perceived as inferior compared to that of private banks such as Techcombank, Sacombank, and ACB Notably, negative attitudes from staff towards customers represent a significant issue, accounting for 21% of the complaints on social media.

1.2.2 Evaluation of Vietcombank’s customer service quality compared to its competitors in the banking industry

Vietcombank is focused on increasing its market share among individual customers by prioritizing exceptional customer service, which is essential for attracting and retaining loyal clients Recognizing existing dissatisfaction among customers, the HCMC branch conducted a comparative analysis of service quality against five other prominent banks: Vietinbank, BIDV, Sacombank, Techcombank, and ACB This investigation, carried out in July 2017 across all 11 trade offices and the Individual Customer Service Department, involved a market research firm employing secret shoppers to assess customer service firsthand These secret customers visited Vietcombank and one branch of each competitor, evaluating their experiences based on predefined criteria The overall evaluation scores for the six banks were compiled to identify areas for improvement in Vietcombank's service offerings.

Figure 2: Evaluation of customer service at transaction counters of six commercial banks

Customer service quality evaluation Vietcombank Vietinbank BIDV Sacombank Techcombank ACB

Vietcombank's evaluation program revealed concerning results regarding customer service quality at bank counters, with both Vietcombank and Vietinbank receiving the lowest score of 92.9 out of 100 In contrast, private banks, particularly Techcombank, excelled, achieving a top score of 97.4 The assessment focused on two key factors: the quality of transaction offices and the performance of tellers/officers While Vietcombank's transaction offices received a medium rating, the performance of its tellers was notably poor, scoring almost the lowest among the six banks evaluated.

Figure 3: Customers’ evaluation scores for service provider and service environment of six commercial banks

The program evaluated customer service quality of the tellers based on five main criterias, and the scores for each factor are as following:

Table 2: Result of evaluating quality of service provided by Vietcombank’s tellers

Criterias to evaluate tellers Average Score

Receiving and dealing with customers’ complaint timely and responsibly

Vietcombank Vietinbank BIDV Sacombank Techcombank ACB

Vietcombank's customer service has been notably impacted by low scores in two critical areas: attitude towards customers (73 points) and professional knowledge and skills (82 points) These deficiencies have contributed to the bank's overall lower ranking compared to competitors in the retail banking sector Despite Vietcombank's efforts to establish itself as a leading bank, its subpar service quality for individual customers, particularly when compared to private banks like Techcombank and Sacombank, poses a significant challenge in retaining loyal customers and expanding its market share in the competitive banking industry.

Problem analysis

Previous studies by Salim indicate that banking service product quality significantly influences customer perceptions of overall banking service quality According to Parasuraman et al., there are ten key dimensions of banking service quality: access, communication, competence, courtesy, credibility, reliability, responsiveness, security, understanding, and tangibility Access encompasses various forms of availability for assistance, such as ATMs and online services Communication involves providing clear and timely information to customers Competence refers to the bank's ability to resolve issues effectively Courtesy emphasizes friendly complaint handling and consistent politeness Credibility relates to the bank's reputation and the trust customers have in its services Reliability involves delivering accurate services and fulfilling promises Responsiveness highlights the importance of prompt service and quick problem resolution Security ensures the confidentiality of customer information Understanding customers means offering personalized attention, while tangibility pertains to the physical appearance of facilities and materials Gronroos adds that perceived good service quality includes professionalism, attitudes, accessibility, reliability, recovery, and overall reputation.

Vietcombank's customer service dissatisfaction can be attributed to two key criteria: professionalism and skills, along with attitudes and behavior These factors significantly impact customer perceptions and experiences, highlighting the areas that require improvement within the bank's retail services.

Banking Product Management Department as following:

 Tellers take long time to get the transaction done

 Tellers make errors during making the transactions

 Tellers show bad attitude towards customers

The analysis of alternative literatures indicates that unprofessionalism, inadequate skills among Vietcombank staff, and negative attitudes are significant factors contributing to the subpar quality of individual customer service at Vietcombank.

To identify the specific issues, we will conduct in-depth interviews to validate potential problems, concentrating solely on the low individual customer service at the Vietcombank HCMC branch This targeted approach is necessary due to the challenges of researching a large banking system like Vietcombank, which has around 100 branches By narrowing our focus, we can develop more effective solutions tailored to the unique challenges faced by this particular branch.

To identify the issue at hand, an initial interview was conducted with a group of four individual customers who visited various VCB HCMC branch offices for transactions The customers shared their feelings and feedback regarding the quality of customer service they experienced at Vietcombank following their visits.

Table 3: Demographic of customers chosen for interview

No Name of customer Age Gender Name of transaction point

1 Nguyen Hoa 25 Female Individual Customer Service Dept

2 Ha Thi Thuy 37 Female Individual Customer Service Dept

3 Le Van Ba 28 Male Le Thi Rieng Trade office

4 Truong Dinh Khoi 40 Male Ton Duc Thang Trade office

From the interviews conducted, there are some key reasons leading to the low evaluation of Vietcombank’s customer service quality at transaction counters,

Page | 9 including low quality of service space and facility, low interaction quality and lack of reliability

1.3.1 Low quality of service space and facility

The service space and facilities at trade offices encompass both interior and exterior areas, including transaction counters Interviews with four customers highlighted dissatisfaction with the bank's space and facilities, indicating that improvements in these areas would enhance their comfort and perception of the bank's professionalism The customers identified several key issues that need addressing to create a more welcoming environment.

 Unappealing transaction space (including both exterior and interior): trash on the floor; sloughing wall; disorderly equipment arrangement;

 Untidy appearance of transaction counter: unorganized documents/trash on the counter; tellers put their food, drink and things unrelated to work on the counter;

For more details, there is two out of four customers interviewed shared that she was not happy with the bank because of the unattractive appearance of the transaction space:

During my visit to the Le Thi Rieng trade office to deposit cash, I noticed a lack of cleanliness both outside and inside the bank Trash littered the entrance, and a broom and mop were carelessly placed in the way Inside, the office appeared unprofessional, with a folding chair positioned behind the transaction counter, presumably for staff lunch breaks.

Mr Ba shared in the interview

Mr Khoi, who had made transaction at Ton Duc Thang trade office, also shared that:

The trade office of Vietcombank I frequently visit feels outdated, as the peeling paint and faded signage detract from its overall appearance While not all Vietcombank locations share this issue, the proximity of this office to my workplace makes it my go-to choice A more modern and luxurious environment would enhance my perception of their professionalism and service quality.

When asking these four interviewees whether they are satisfied with other service environment factors, Ms Hoa shared that sometimes she was also not glad to see

The cluttered table behind the staff counter, often laden with drinks like coffee and milk tea, poses a risk of soiling important transaction documents due to carelessness Employees recognize the importance of maintaining a professional appearance, viewing it as a vital way to demonstrate respect for their customers.

Customer interviews reveal diverse issues leading to dissatisfaction with the bank's service quality and facilities, highlighting a "low condition of service environment" as identified in Rust et al.'s research This study emphasizes that the service environment significantly impacts customer satisfaction levels When the service environment is well-maintained, customers experience greater comfort and perceive the bank as more professional.

Customer interviews reveal that Vietcombank's front-line staff receive low ratings for their interaction quality Many customers have expressed dissatisfaction with the tellers' negative attitudes and lack of accountability One customer, Ms Hoa, highlighted these concerns during her interview.

My experience with Vietcombank has been disappointing due to the lack of professionalism displayed by their staff While they fulfill their job responsibilities, the quality of customer service leaves much to be desired On several occasions, I encountered impolite employees who failed to greet me or acknowledge my presence For instance, during my wait at the counter, the officer did not smile or engage in any friendly conversation, neglecting to say "Hello," "Goodbye," or "Thank you" during my visit.

Moreover, Mr Khoi who had a bad experience with the tellers at VCB Ton Duc Thang trade office also shared with us his story:

“When I informed the teller that I could not activate my internet banking account when

I registered for the service for the first time, but the bank's delay in sending my password caused issues Initially, the representative blamed me, claiming the bank's system always sends password emails immediately She argued that my late login, beyond the 24-hour window specified in the email, was the cause Frustrated, I insisted she recheck the situation, and ultimately, she discovered that the problem stemmed from the bank's e-system.

Many interviewees expressed dissatisfaction with the friendliness of tellers at VCB compared to private banks like Techcombank and Sacombank They reported experiencing long wait times for simple transactions, often without any explanation from the tellers regarding the delays This lack of communication led them to feel undervalued and disrespected by the bank staff.

Gronroos 6 confirmed the importance of interaction in the overall quality of service Interaction quality can be defined as a customer’s experience as a result of the interaction with the human element of the service organization, stated by Alexandris et al 6 Gronroos 7 explained that service quality consists of two dimensions: functional (process/interaction) and technical (outcomes) dimensions The functional dimension refers to customer perceptions of the interactions that take place during service delivery, while the technical dimension is what customers receive in the service encounter (the outcomes) From this definition, it can be understood that good interaction (functional dimensions) between the bank staffs and customers results in higher customer satisfaction However, the interviews with customers show that they are not satisfied with interaction quality of Vietcombank’s employees, which is resulted from some symptoms as following:

 Irresponsible feedback for customer’s complaints

 Unwillingness to solve customer’s problem

After examining related literatures, it is demonstrated that all of the symptoms mentioned above refers to the problem of poor customer service behavior (CSB) of staffs towards customers

Problem justification

This section aims to address three key issues identified in the initial cause-effect map (Figure 4): inadequate service environment, subpar customer service behavior, and inefficient internal processes.

Low quality of service space and facility

Irresponsible feedback for customer's complaints

Unwillingness to solve customer's problems

Staff makes errors when providing service

Lack of confidentiality in customer's information

Decrease of the bank’s reputation

Loss of current and future customers

Figure 4: Initial cause-effect map

Poor CSB (customer service behavior)

Low condition of service environment

The potential issues identified were validated through a second round of interviews with four individuals: a teller and three managers from the Individual Customer Service Department at the Le Thi Rieng and Ton Duc Thang trade offices of VCB HCMC branch These in-depth discussions followed customer interviews, allowing for a comprehensive two-way approach to confirm the problems raised by customers.

Table 4: Demographic of staffs chosen for interview

No Name of staff Position Name of VCB

1 Ms Vu Thi Huyen Teller HCM City Branch Individual

2 Ms Vu Thi Van Ha Manager HCM City Branch

3 Mr Phan Van Binh Manager HCM City Branch Le Thi Rieng

4 Ms Le Vi Manager HCM City Branch Ton Duc Thang

The four interviewees provided insights on three potential issues, revealing that the primary challenge facing Vietcombank's individual customer service is inadequate customer service behavior.

 Low condition of service environment

The service environment significantly influences device delivery quality and customer satisfaction, as supported by numerous studies According to Rust et al., the service environment in a bank includes both the exterior and interior appearance of the facility, as well as the appearance of service providers, specifically the bank tellers Lin et al expanded the concept of service environment into two categories: physical and social environments The physical environment encompasses ambient and design factors, while the social environment pertains to the interactions between employees and the overall customer climate.

About the influence of service environment on quality of service outcome, Lin et al 9 mentioned that:

“Service environment plays an important role in service delivery because environment can foster pleasant emotion reactions, while strenthening customer perceptions and retention”

Ryu et al (10) highlighted the significant role of the physical environment in shaping customer satisfaction, noting that appealing elements such as lighting, decor, layout, and employee appearance greatly influence customers' perceptions Since services are primarily intangible and often necessitate customer presence, the physical environment plays a crucial role in determining the overall quality of the service encounter, ultimately affecting customer satisfaction levels.

After addressing significant issues within the service environment reported by customers, Vietcombank's management, including Mr Binh and Ms Le Vi, acknowledged the deteriorating condition of the transaction spaces at Le Thi Rieng and Ton Duc Thang trade offices They confirmed that while the facilities are currently in poor condition, this is a temporary situation, and plans for repainting and replacing outdated equipment are underway The managers recognized the lengthy approval process for repairs, which has delayed necessary upgrades They are committed to learning from customer feedback to avoid similar oversights in the future.

Secondly, about the problem of untidy transaction counters, Ms Le Vi - Manager of Ton Duc Thang trade office shared that:

Excessive paperwork and clutter can accumulate on desks and counters, especially during busy days with high customer volumes While I empathize with my employees' challenges in managing their workload, I recognize that this disorganization can negatively impact customer experience Therefore, I will remind my staff to prioritize maintaining a tidy and organized workspace to enhance service quality.

Vietcombank has received some customer complaints regarding its service environment quality However, in-depth interviews with customers, bank staff, and managers reveal that these issues are largely temporary and do not significantly impact overall customer evaluations of Vietcombank's service quality.

Customer service behavior (CSB) is a critical area of research that significantly influences how customers assess the quality of service provided by organizations According to Weiner, the definition of CSB is derived from the studies conducted by Ryan and Ployhart, highlighting its essential role in shaping customer perceptions.

“CSB is broadly defined as any activities of employees specifically directed toward affecting service quality (e.g., greeting or assisting customers, rectifying service failures).”

Poor customer service behavior (CSB) is a key factor that negatively impacts customer satisfaction, as highlighted by Weiner Employee behavior, defined by McKinney, refers to how employees react to various workplace situations Turkay et al emphasize that when employees exhibit appropriate behaviors during service interactions, customers perceive higher service quality CSB is particularly crucial in the banking sector, where the intangibility of services requires customers to rely on the behavior of service providers as a quality indicator, according to Bowen Thus, enhancing CSB is vital for improving customer evaluations of service quality.

From the interviews with customers, they are not satisfied with some customer service bihaviors of Vietcombank’s employees, which include:

 Irresponsible feedback for customer’s complaints

 Unwillingness to solve customer’s problem

In a recent interview, Ms Huyen, a teller, acknowledged that she and her colleagues occasionally make mistakes, such as failing to greet customers with a warm and welcoming demeanor or neglecting to express genuine enthusiasm during interactions.

In her daily interactions, she often greets customers with a casual "Hello" and "Goodbye," not realizing the impact of these small gestures Due to the high volume of customers she serves each day, fatigue can lead to an unintentional display of unfriendliness She believes that these minor mistakes may not significantly affect customer satisfaction, but they can nonetheless influence the overall experience.

Ms Ha, the Manager of the Individual Customer Service Department at the HCMC branch, acknowledged that Vietcombank tellers often lack the friendliness and politeness found at other banks She also pointed out instances of unprofessional behavior, including inadequate responses to customer complaints and a reluctance to resolve issues effectively.

Mr Binh - Manager at Le Thi Rieng trade office - also has opinion about this issue:

Vietcombank has a higher proportion of older employees compared to other private banks, with 18 out of 50 staff members in my department being over the age of 45 This significant ratio can lead to challenges, as older employees sometimes exhibit less favorable attitudes towards customers than their younger counterparts This behavior may stem from their experiences in a time when state-owned banks dominated the market, resulting in less emphasis on customer service and retention.

All of the above interviews have illustrated that poor customer service behavior is the main problem that causes low quality of individual customer service at Vietcombank

It was a serious problem that the bank should investigate to find out the causes and solutions in order to improve its service quality

Salim 2 defines internal process as a structure, messured set of activities designed to produce a specific output for a particular customer or market As mentioned by Gronroos 7 , service quality is split into two dimensions: technical quality and functional quality Technical quality is how the customer receives the outcome of the process, as defined to include interaction quality mentioned in section 1.3.2 On the other hand, functional quality is how the service encounter is taken care and how the service provider functions In this case of Vietcombank, the problem of inefficient internal

Page | 18 process is referred to functional quality, which includes the two problems that customers blamed about VCB HCM’s service:

 Staff makes errors when providing service

 Lack of confidentiality for customer’s information

Cause validation

In Weiner’s research 11 about CSB, there are three factors contributing to promotion of positive CSB:

 Training employees about service providing: Formal and informal training are critical for service organizations Lack of or inappropriate training can lead to lower of positive CSB

 Motivating employees: Lack of or inappropriate application of motivational tools such as clarifying expectations, goal-setting, providing feedback, recognizing and rewarding positive behaviors are factors that negatively affect CSB

 Design of customer service job: Some studies indicate that job design can facilitate CSB in the way of empowerment or knowledge enlargement

Based on these potential causes, two in-depth interviews were conducted again with

Ms Vu Thi Van Ha, the Manager, and Ms Vu Thi Huyen, a teller in the Individual Customer Service department at Vietcombank's HCMC branch, are investigating the primary cause of the issue at hand.

During the interview, the teller addressed customer complaints regarding Vietcombank staff's unprofessional behavior and lack of friendliness Ms Huyen, the interviewee, denied any shortcomings in her positive and responsible attitude towards customers.

Balancing a heavy workload can make it challenging to maintain a positive demeanor while interacting with customers Despite the stress, I strive to meet their needs and provide excellent service.

Being asked about negative and irresponsible behaviors of some tellers in accessing and solving customers’ problem and feedback to their complaints, Ms Huyen also shared:

The unprofessional behavior of banking staff, who often fail to empathize with customers and instead shift blame onto them, is a significant issue This tendency is sometimes reflected in my colleagues, who may not realize their mistakes due to a lack of proper training in handling customer complaints effectively.

The teller's insights revealed that many customer service behaviors are often unconscious, stemming from a lack of skills and knowledge in effective customer service practices Frequently, their reactions to customer issues are influenced by personal work experiences and the prevailing culture of their workplace.

For further understanding about this issue, we ask manager of this department - Ms

Ha - for her opinions When being asked about what the bank managers have done to improve the attitudes and behaviors of these officers, Ms Ha shared that:

“Vietcombank nowadays has invested more in customer service, but training for employees about good attitude for customers is still not concerned enough by the managers.”

The absence of a structured training program for new tellers at Vietcombank has been highlighted, indicating that employees primarily rely on the experiences of their more seasoned colleagues to learn their roles This lack of formal training in essential customer service skills—such as meeting customer expectations, assertiveness, stress management, and maintaining high service standards—poses a significant challenge for the bank Research by Weiner emphasizes that formal training programs are crucial for the success of service-oriented organizations, as they often require a focus on interpersonal skills rather than just technical knowledge Additionally, Salim's study indicates that insufficient training in customer service behavior and attitudes can lead to lower customer satisfaction ratings regarding the bank's service quality.

Motivation is crucial for fostering excellent customer service among employees; when staff members are unmotivated and dissatisfied with their work, it becomes challenging for them to consistently maintain a positive attitude towards customers.

Ms Huyen expressed satisfaction with Vietcombank's employee motivation policies, highlighting the supportive management and favorable benefits that contribute to a positive work environment Despite occasional heavy workloads during peak hours, employees view their responsibilities as part of their duty and strive to meet customer needs Ms Ha, the manager of the Individual Customer Service department, noted that the bank has implemented a new evaluation system at transaction counters, enabling customers to rate the quality of service they receive This feedback is crucial for employee appraisals and determining rewards or penalties However, as the system was introduced only at the beginning of 2018, its effectiveness in improving customer service quality at Vietcombank will require further assessment over time.

1.5.3 Design of customer service job

Research indicates that specific job characteristics significantly influence employees' positive customer service behaviors According to Campion et al., while task enlargement may negatively impact customer service based on employee feedback, knowledge enlargement—enhancing understanding of procedures and rules—improves service quality, as reported by both employees and managers Additionally, Rogelberg et al found that factors such as autonomy contribute notably to variations in customer service behavior.

At Vietcombank's HCMC branch, customer service staff are empowered to independently address customer issues; however, they must seek guidance and permission from their managers when faced with problems beyond their control This approach, as highlighted in a study by Campion et al., leads to improved customer satisfaction.

Page | 22 service behavior of employees because they can solve the problem more actively and customer does not have to wait for long time to be responded

In summary, the analysis of potential causes and relevant literature indicates that the primary reason for the inadequate customer service behavior of Vietcombank’s tellers is the absence of a formal training program focused on customer service Additionally, employee motivation and the design of customer service roles were found to be less significant factors, as the interviews revealed no serious issues related to these aspects.

The chart below shows the final cause-effect map of the problem:

Figure 5: Final cause-effect map

Lack of formal training program (main cause)

Irresponsible feedback for customer's complaints

Unwillingness to solve customer's problems

Decrease of the bank’s reputation

Loss of current and future customers

Poor CSB (customer service behavior)

Lack of motivation in work

Inappropriate design of customer service job

SOLUTION

Alternative solutions

The primary cause of inadequate customer service behavior among Vietcombank staff is the absence of formal training in customer service This section will explore potential solutions to establish and enhance an effective customer service training program specifically for the Vietcombank HCMC branch.

According to Hamza 17 , to design a training program for employees, there are some elements the organization needs to decide:

 The delivery methods to use

A formal training program for employees is crucial as it directly influences the knowledge and skills they acquire An essential aspect of developing such a program is selecting appropriate training sources, whether internal or external This decision is vital, as it determines the quality and relevance of the training content, ensuring that employees receive the most suitable and qualified knowledge and skills necessary for their roles.

Training can be categorized into two main types: company-specific training, which includes product, services, policies, and operations training typically managed by HR or internal departments, and knowledge and skill-based training that emphasizes productivity, management, performance, and specialized technical skills, independent of the company’s specific context.

Before observing some potential customer service training programs for Vietcombank HCMC’s employees, we need to understand what is training

Training is defined by Reid et al 19 as:

A structured approach to change attitudes, knowledge, or skills through learning experiences is essential for enhancing performance in various activities In the workplace, this process aims to cultivate individual abilities while addressing the current and future needs of organizations.

Pinnington et al 20 also defined training as:

“a planned and systematic effort to modify or develop knowledge/skill/attitude through

‘learning’ experience, to achieve effective performance in an activity or range of activities”

Training in customer service at Vietcombank HCM focuses on systematically enhancing the knowledge, skills, and attitudes of employees working as tellers in the Individual Customer Service Department This structured approach aims to improve overall service quality and employee performance.

Schneider et al 21 stated three categories of service content, including: technical skills, interpersonal and customer relation skills, and knowledge concerning cultural values and norms:

Technical skills are essential for staff to effectively operate job-related equipment For customer service representatives at Vietcombank, commonly known as tellers, these skills encompass the use of various tools, including computers, software programs, printers, and scanners.

Interpersonal and customer relation skills are essential for staff to effectively engage with challenging customers and understand their expectations, as highlighted by Schneider et al Recent studies, including those by Yang et al., identify five key components of these skills: service attitude, professional quality, service initiative, responsiveness, and service consistency.

 Knowledge concerning cultural values and norms

Providing essential service content is crucial for equipping employees to deliver high-quality customer service, ultimately enhancing customer satisfaction Part 2.2 will delve into these training materials in detail to identify any gaps and determine which should be implemented at the Vietcombank HCMC branch.

In the study of Pinnington et al 20 , he mentioned that there are two major training methods: on-the -job training and off-the-job training

 On-the-job training techniques take place in working office and it is practiced by managers and the individual employees on a day-to-day basis or part of specially

On-the-job training encompasses various methods, including apprenticeships, internships, and job rotations As highlighted by Torrington et al., this training approach is widely utilized, allowing trainees to gain hands-on experience directly within the production or operational environment.

Off-the-job training techniques take place outside the workplace while simulating real working conditions This training approach allows employees to focus entirely on learning without the pressures of their regular work activities As a result, they can explore new ideas and engage in self-analysis, which is essential for achieving lasting behavior change.

For customer service training, on-the-job and off-the job training techniques can be applied in the following ways:

Class-based training, an off-the-job training method, gathers all customer service department employees for a comprehensive training course conducted outside the workplace Experienced instructors provide theoretical knowledge on professional customer service and present simulated scenarios for employees to solve, preparing them for real-life situations This training approach enables the bank to efficiently train a large number of employees while conserving time and resources, making it an effective orientation for new hires entering the organization.

Field training enables employees to bypass traditional classroom instruction and gain hands-on experience right away New hires work directly with customers while being mentored by seasoned teammates, allowing them to encounter real-world situations This approach not only helps employees understand that not everything follows a set plan but also teaches them valuable improvisation skills.

The classroom-field-training hybrid combines theoretical learning with practical experience, starting with a brief course that covers essential customer service concepts This foundational training is then complemented by hands-on experience, where employees engage directly with customers under the mentorship of senior staff or managers, enhancing their skills through real-world application.

According to Atkinson, there are two primary sources of training: outsourcing and in-house training The Vietcombank HCM branch has the option to outsource training by hiring external trainers or contracting a third-party company to deliver the entire training program Alternatively, the bank can opt for in-house training, where it organizes the training sessions independently and utilizes its own experts as trainers.

Outsourcing training offers organizations the flexibility to choose the most suitable trainers for their courses However, while external trainers may possess expertise in their fields, they often lack a deep understanding of the organization's culture, which can lead to misalignment between their ideas and the established corporate values.

Selected solution for Vietcombank HCMC branch

Ms Ha highlights that new customer service employees at Vietcombank do not receive specific training in customer service skills and knowledge Instead, they undergo a general orientation that covers the bank's organizational culture and basic business concepts Once they begin their roles in the customer service department, they receive coaching from experienced colleagues, but there is no formal training program focused on standard customer service practices This article will explore the selection of a suitable formal training program for VCB HCM staff, following a review of alternative solutions in part 2.1.

To gain insight into the existing and missing elements of customer service training content, a brief interview was conducted with Mr Nhan, the Manager of the Human Resource Management department.

Customer service staff at the Vietcombank HCMC branch receive comprehensive training in technical skills upon starting their roles, making it easy for tellers to operate technical equipment with the help of guidance documents and support from experienced colleagues Additionally, new employees are introduced to the organization's cultural values during an orientation day on their first day, ensuring they understand the workplace environment The staff at Vietcombank are known for their friendliness and helpfulness towards one another, fostering a positive workplace culture.

Mr Nhan emphasized the necessity for Vietcombank to enhance the interpersonal and relational skills of its service staff, as these are crucial for ensuring customer satisfaction This thesis aims to propose a comprehensive training program for both current and newly recruited employees at the Vietcombank HCMC branch, focusing on theoretical and practical aspects of interpersonal and relational skills essential for effective customer service.

Mr Nhan, the Manager of the Human Resource Management department, recommended that the Vietcombank HCM branch implement a hybrid training method that combines classroom instruction with field training He emphasized this approach as beneficial since the current customer service staff at the branch are actively engaged in their roles while undergoing training.

To enhance customer service skills, it is essential to provide newly hired employees with class-based training immediately after recruitment This training will equip them with the necessary knowledge and understanding of expected customer service standards Following this foundational training, on-the-job training should be implemented to reinforce their learning and application of customer service theories in real-world scenarios.

According to Mr Nhan, the hybrid classroom-field training method is ideal for the Vietcombank HCMC branch He recommends that both existing and newly hired employees in customer service undergo classroom-based training New employees will then participate in a two-month on-the-job training program, where they will work directly with customers under the guidance of experienced colleagues Following this training period, they must pass evaluations from their line manager and department head before officially beginning their roles independently.

To enhance the training process for new employees, it is recommended to outsource class-based training due to its advantages, particularly in developing interpersonal and relationship skills that front-office staff at VCB currently lack As highlighted by Mr Nhan in an interview, these essential skills must be taught by highly qualified experts to ensure staff are adequately trained in delivering standard service quality Conversely, the subsequent on-the-job training will be conducted internally, as it focuses on helping new employees acquire knowledge and experience through their roles, eliminating the need for external resources.

Benefits of this training process:

The training program is designed to address the bank's challenges related to inadequate customer service by establishing clear standards for high-quality service By helping employees understand these expectations, the program sets a benchmark for them to follow while interacting with customers Previously, Vietcombank HCM lacked such training, which contributed significantly to its poor customer service behavior.

In the initial days of onboarding, class-based training equips new employees with a solid foundation in professional customer service, emphasizing essential characteristics and behaviors required to ensure customer satisfaction in the banking sector.

 Secondly, the class-based training course in the beginning is not costly for the bank, since they can train all the employees in one time with high-skilled teacher

 After having trained with theory, practicing in real life situations with senior teammate/coach will definitely help them get good experience to start their jobs Cost:

The cost of implementing this training program is estimated at VND 60.000.000 based on quotation of Vietcombank HCM Human Resource Department in detail as following:

Table 5: Estimated cost for training program

1 Hiring experts and experienced bankers to give employees lectures about customer service 20.000.000

2 Accommodations and facilities for employees during the course 30.000.000

3 Cost to build up the training program and conduct evaluation test after finish the course 10.000.000

Action plan

Table 6 as below illustrates an action plan timeline which takes six months from May

2018 to November 2018 and will be reviewed at the end of the year 2018

May June Jul Aug Sep

1 Defining purpose and setting goals for the training process HR department x

Planning: Acquiring training resources, hiring trainer, planning schedule

3 Estimating costs for the whole process

4 Set up meeting to announce the employees about the training HR department x

Implement the class-based course for new employees and current employees in customer service department

Implement the on-the-job training for new employees before they officially start their work

Manager of Customer Service department x

7 Getting feedback and evaluation HR department x

Improve the training program by reduce weaknesses and develop strengths

To effectively develop a training program for employees, it is essential to establish a clear purpose: equipping front-line customer service staff with standardized service behaviors This training aims to facilitate practical learning by allowing employees to gain insights and experience from real-life situations.

To enhance the effectiveness of the training process, the bank must establish clear and specific goals These objectives should include measurable targets, such as the percentage of employees expected to pass the training course, as well as the desired skill and behavior levels that will ultimately lead to increased customer satisfaction.

Step 2: Plan the training program

 Acquiring training resources such as computer software, books or other training materials

 Create a detailed schedule for the training program, including the class-based training and on-the-job training

 Identify the number of employees that will join the training program

 Finding appropriate trainer for the class

 Providing the employees brief information on what the program will entail and what employees can expect

Step 3: Implement the training program

After completing all the planning and preparation, the next crucial step is to execute the outlined actions effectively It is essential to monitor the process to ensure everything aligns with the plan The HR department and managers can divide the program into manageable sections, allowing them to assess employees' progress and identify remaining tasks.

Step 4: Evaluate and develop the program

Following the implementation of the training program, it is essential to conduct an evaluation by gathering feedback from participating employees and assessing input from their managers Managers should complete a survey detailing the skills their staff have enhanced post-training and evaluating their qualifications in the customer service domain.

Based on the feedback and survey responses, the Human Resource Department will adjust and enhance the training program to improve its effectiveness and outcomes in future sessions.

Conclusion

Vietcombank, a prominent player in Vietnam's banking sector, boasts significant competitive advantages, including a large-scale organization and a reputable brand name However, its individual customer service quality is perceived as less competitive compared to smaller banks, leading to lower customer satisfaction levels This thesis investigates this critical issue and highlights key findings related to the bank's service performance.

The analysis of data and in-depth interviews with customers and staff at the Vietcombank HCMC branch reveal a significant issue with the quality of individual customer service.

Several factors contribute to the poor quality of individual customer service, including an unattractive service environment, inadequate interaction between tellers and customers, and a lack of trust in the bank from customers.

Poor customer service behavior is a significant issue, primarily stemming from the inadequate formal training provided to employees in the customer service sector.

Thirdly, solution to providing training course have been suggested for Vietcombank HCMC branch to improve the quality of individual customer service after considering benefits and costs

This study faced time constraints that limited the ability to explore all relevant references and conduct additional interviews with customers and Vietcombank staff Despite these limitations, it successfully identified key issues in Vietcombank's customer service and proposed solutions to enhance customer loyalty.

SUPPORTING INFORMATION

Summary of methodology

This thesis utilized two types of data collection to analyze the current status of Vietcombank Secondary data was gathered from reliable sources, including figures from the Vietcombank Customer Center and reports from the Human Resources department, along with relevant online literature, journals, and research to support the findings and reinforce the theoretical framework Additionally, primary data was collected through qualitative research, involving interviews with individual customers at Vietcombank trade offices and employees, including staff and managers from customer service departments The interviews were structured into three sections to systematically identify potential issues, main problems, and their underlying causes, with detailed descriptions of the interview purpose, guides, and transcripts provided in Part 8 - Supporting Information.

Information of in-depth interviews conducted

 Interviewees: Individual customers having transactions at different trade offices of

 Objectives: Customers were interviewed about their feelings and comments for

Vietcombank’s customer service quality after they visited the bank to find out potential problems behind the symptom of low evaluation of individual customer service at Vietcombank

Q1 Could you please introduce yourself (your name, age) and how often do you go to Vietcombank’s trade offices?

Q2 Did you have any bad experience with service at VCB’s transaction counters? What were they? How many times did you suffer that problem?

Q3 What other problems did you suffer at Vietcombank trade office? (Bank’s staffs, bank’s facilities and appearance) How did you feel about that?

 Interviewer: Cao Huu Thuy Linh

 Place: Individual Service Customer department, Vietcombank HCMC branch, 05

Me Linh Square, District 1, Ho Chi Minh city

Cao Huu Thuy Linh: Good afternoon, I am doing a research about Vietcombank’s customer service quality Could I interview you with a few of questions?

Nguyen Hoa: Of course What do you want to know?

Cao Huu Thuy Linh: Thank you Firstly, could you introduce yourself (name, age) and how often do you go to Vietcombank for making transaction?

Nguyen Hoa: Well, my name is Nguyen Hoa I am 25 years old I visit Vietcombank several times a month to transfer money and make other transactions

Cao Huu Thuy Linh: Did you have any bad experience with service at VCB’s transaction counters? What were they?

Nguyen Hoa: Well, it might not be a bad experience, but I think Vietcombank’s staffs are not really friendly and professional I have used service of several local banks, and

I am quite disappointed with the attitude of Vietcombank’s staffs

Cao Huu Thuy Linh: Excuse me, but could you explain more about that? What was their attitude that made you unhappy?

Nguyen Hoa expressed that while the staff completed their tasks, they lacked a high-quality service attitude She encountered impolite officers who failed to greet her or display friendliness, as evidenced by one officer who did not smile during her wait at the counter and neglected to say "Hello," "Goodbye," or "Thank you" during her visit.

Cao Huu Thuy Linh: Well that is a valuable comment to help us improving our service And how do you think about the employees’ appearance and the bank appearance?

Nguyen Hoa describes the bank as having a modern, clean, and comfortable appearance, complemented by the staff's attractive and polite uniforms However, there were instances where some tellers were not wearing scarves and name tags during working hours.

Cao Huu Thuy Linh: How do you feel when seeing the staffs do not wearing uniform like that?

Nguyen Hoa expressed disappointment regarding the bank's professional appearance, emphasizing the importance of making customers feel respected She noted that the staff's messy tables, often cluttered with drinks like coffee or milk tea, could lead to dirty transaction documents if not handled carefully.

Cao Huu Thuy Linh: Yes, I understand your opinion Do you want to share anything else about Vietcombank customer service?

After opening a credit card at Vietcombank, I was inundated with calls from real estate salespeople offering apartments, leading me to suspect that my personal information had been leaked I believe that customer information should remain confidential, and banks must ensure that such data is not shared with third parties.

Cao Huu Thuy Linh: Thank you for your sharing Have a nice day, Ma’am!

 Interviewees: Mrs Ha Thi Thuy

 Place: Individual Service Customer department, Vietcombank HCMC branch, 05

Me Linh Square, District 1, Ho Chi Minh city

Cao Huu Thuy Linh is conducting research on the customer service quality at Vietcombank and seeks to gather customer evaluations regarding the service provided at VCB's counters She requests a brief interview to gain insights into customer experiences.

Ha Thi Thuy: Ok Nice to meet you

Cao Huu Thuy Linh: It’s nice to meet you too Firstly, could you introduce yourself

(name, age) and how often do you go to Vietcombank’s trade offices?

Ha Thi Thuy: Yes, my name is Thuy I’m 37 years old I visit Vietcombank HCMC branch about once or twice a month

Ha Thi Thuy expressed her dissatisfaction with the bank's tellers, noting that their lack of friendliness towards customers created an unwelcoming atmosphere She felt that their demeanor suggested they were dealing with personal issues, which negatively impacted her experience at the bank.

Cao Huu Thuy Linh: Well that is a valuable comment to help us improving our service And how do you think about the employees’ appearance and the bank appearance?

Ha Thi Thuy: I like the bank’s appearance and decoration, it is modern and elegant

The bank staff's uniforms are visually appealing and convey a sense of politeness; however, I have noticed some tellers neglecting to wear their scarves and name tags during working hours As representatives of the bank, it is essential for these employees to maintain a formal dress code to reflect professionalism and respect towards customers.

Cao Huu Thuy Linh: Yes, I understand your opinion Do you want to share anything else about Vietcombank customer service?

Ha Thi Thuy: Hmm the most important thing I think Vietcombank should improve is the professional serving attitude of staffs which affects customers’ satisfaction the most

Cao Huu Thuy Linh: Thank you so much for your sharing and contributing comments

 Interviewees: Mr Le Van Ba

 Place: Le Thi Rieng Trade office, Vietcombank HCMC branch, 460 Cach Mang Thang 8, District 3, Ho Chi Minh city

Cao Huu Thuy Linh: Good morning, my name is Linh I am doing a research about

Vietcombank’s customer service quality We want to know the evaluation of

Page | 37 customers for service providing at VCB’s counters So could I interview you in a few minutes?

Le Van Ba expressed a need to leave in 15 minutes, prompting Cao Huu Thuy Linh to assure him that the interview would be brief She began by asking for his name, age, and the frequency of his visits to Vietcombank's trade offices.

Le Van Ba, a 28-year-old businessman, frequently visits Vietcombank's office for transactions with his clients, typically once or twice a week.

Le Van Ba noted that while the service at various trade offices was generally acceptable, his frequent visits to the Le Thi Rieng office often resulted in long wait times due to overcrowding He experienced instances where the tellers were unfriendly and failed to communicate the reasons for the delays or provide an estimated completion time for his transactions.

Cao Huu Thuy Linh: Well, so how many times did you suffer that situation?

Le Van Ba: As I remember, I faced that problem three times at Le Thi Rieng trade office

Cao Huu Thuy Linh: That is a valuable comment to help us improving our service

What other problems did you suffer at Vietcombank? How about the employees’ appearance and the bank appearance?

Le Van Ba expresses concern about the untidy condition of the Le Thi Rieng trade office, noting the presence of trash outside the bank's front door and cleaning supplies obstructing the entrance During a recent visit, he observed a disorganized interior, highlighted by a folding chair placed behind the transaction counter, presumably for staff breaks He believes that Vietcombank should prioritize improving the office's appearance to enhance professionalism.

Cao Huu Thuy Linh: Thank you so much for your comments Would you like to share anything else?

Le Van Ba: No, that’s all

Cao Huu Thuy Linh: Thank you Have a nice day!

 Interviewees: Mr Truong Dinh Khoi

 Place: Ton Duc Thang Trade office, Vietcombank HCMC branch, 37 Ton Duc Thang, District 1, Ho Chi Minh city

Cao Huu Thuy Linh: Good morning, my name is Linh I am doing a research about

Vietcombank’s customer service quality We want to know the evaluation of customers for service providing at VCB’s counters So could I interview you in a few minutes?

Truong Dinh Khoi: Sure It is nice to meet you! My name is Khoi

Cao Huu Thuy Linh: Thank you! Nice to meet you, sir! How old are you? And how often do you visit Vietcombank trade office?

Truong Dinh Khoi: Well I’m 40 years old I visit Ton Duc Thang trade office about once a week for doing my transaction

Truong Dinh Khoi expresses discomfort with the Ton Duc Thang trade office of Vietcombank due to its outdated appearance, noting peeling paint and faded signage While not all Vietcombank offices share this condition, Khoi frequently visits this location because of its proximity to his workplace He believes that a more modern and luxurious environment would enhance the perception of the bank's professionalism and service quality.

Cao Huu Thuy Linh acknowledges that the office at Vietcombank is outdated and requires renovations for a more modern appearance Additionally, Linh inquires about any negative experiences others may have had with the bank, specifically regarding the staff and the quality of service provided.

Truong Dinh Khoi: There was one time I was not satisfied with the attitude of the teller here When I informed the teller that I could not activate my internet banking

When I first registered for my account, the bank mistakenly sent my password late, leading to a frustrating interaction with customer service Initially, the representative blamed me, insisting that the bank's system always sends password emails immediately She claimed my delay in logging into the account, which was beyond the 24-hour window mentioned in their email, was the cause After I expressed my anger and requested a recheck, she eventually discovered that the issue stemmed from the bank's e-system.

Cao Huu Thuy Linh: How did you feel when suffering that trouble?

Truong Dinh Khoi emphasizes the importance of bank staff listening to customers and verifying whether an error is the bank's fault before assigning blame This approach is crucial for maintaining customer respect and trust.

Cao Huu Thuy Linh: How about reliability? Do you think Vietcombank service is reliable?

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Tiêu đề	Poor Customer Service Behavior of Employees at Joint Stock Commercial Bank for Foreign Trade of Vietnam – Ho Chi Minh City Branch
Tác giả	Cao Huu Thuy Linh
Người hướng dẫn	Dr. Tran Phuong Thao
Trường học	University of Economics Ho Chi Minh City
Chuyên ngành	Master of Business Administration
Thể loại	thesis
Năm xuất bản	2018
Thành phố	Ho Chi Minh City

Định dạng
Số trang	55
Dung lượng	1,34 MB

Tài liệu tham khảo	Loại	Chi tiết
5. Rust RT, Oliver RL. 1994. Cited by: Osman MK, Ugur Y, Emin B. Measuring service quality of banks: Scale development and validation. [online]. 2005 [cited 2017 September 25]. Available from:https://www.researchgate.net/publication/229380820_Measuring_service_quality_of_banks_Scale_development_and_validation	Link
7. Gronroos C. 1984. Cited by: Alotaibi E, Al-Sabbahy H, Lockwood A. Interaction quality in service encounter: Scale development and validation. [online]. 2011 [cited 2017 September 26]. Available from:http://scholarworks.umass.edu/cgi/viewcontent.cgi?article=1748&context=refereed	Link
9. Lin JC, Liang H. The influence of service environments on customer emotion and service outcomes. [online]. 2011 [cited 2018 June 23]. Available from:https://search.proquest.com/docview/875621001/C6A83646192E48A2PQ/2?accountid=63189	Link
3. Parasuraman A, Zeithaml VA, Berry LL. A conceptual model of service quality and implications for future research. Journal of Marketing. 1985; Vol. 49; pp. 41- 50	Khác
6. Alexandris A, Kouthouris C, Meligdis A. Increasing customers' loyalty in a skiing resort: The contribution of place attachment and service quality, International Journal of Contemporary Hospitality Management; 2006: 18 (5), 414-425	Khác
8. Parasuraman A, Zeithaml VA, Berry LL. SERVQUAL: A multiple-item scale for measuring consumer perceptions of service quality. Journal of Retailing; 1988: 64 (1), 12-37	Khác
10. Ryu K, Han H. Influence of the quality of food, service and physical environment on customer satisfaction and behavioral intention in quick-casual restaurants	Khác