Companybackground
Companyhistory
EstablishedonJune10,1996inHoChiMinhCity,Orientcommercialjointstockb a n k (OCB)isprovidi ngthefinancialservicesforcorporationandretail,therearethreemainsegments:BigEnterprises,SM EsandIndividualcustomers.
OCB currently operates nearly 200 business units across 120 transaction points in Vietnam, employing around 5,000 staff and maintaining a presence in all major cities and economic zones Over the years, OCB has achieved double the average growth rate of the banking industry, while effectively controlling its bad debt ratio at a low level, which ensures high and stable operating ratios In 2017, OCB's total assets exceeded 84,353 billion VND, marking a 32.2% increase from 2016, with pre-tax profits reaching 1.018 billion VND and non-performing loans (NPLs) maintained at 1.48% Additionally, OCB successfully implemented Basel II standards in the same year.
CompanyVision,MissionandCoreValue
Vision:Becomeatopcommercialbankinfinancialserviceforretailandsmall- mediumenterprises (SMEs)inVietnam.
Mission:Createtheeffectivefinancialsolutionstobringthehighestvaluetocustomersa n d investors,c ontributepositivelytothedevelopmentofcommunityandsocietybyb u i l d i n g enthusiasticandcus tomer-orientedworkforce.(1)
Companystructure
Problemcontext
Problemsymptoms–TurnoverratestatusinOCB
2020,OCBtargetstoincreasetheaveragescalefrom30to4 0 % peryear.Withthestrategytoexpandthe market,OCBhasaplantoestablishmoret h a n 20branchesandagenciesthroughoutVietnamfrom2017- 2020,itcreatetheneedofa hugehumanresourcetorunthisbusinessplan.
However,theturnoverrateofOCB,ishigherthantheindustryaveragewhichis16.8%in2014(Compared withindustryaverageturnoverrateisaround13.6%forBankinga n d financesector-
Justifytheconsequencesoftheselectedsymptomsthatleadtofurtherinvestigation
The turnover rate across all departments is notably high, but the focus is on the sales team due to several critical factors Firstly, the turnover rate for sales personnel in branches stands at a significant 20%, making it the highest among all departments Secondly, sales staff comprise approximately 65% of OCB's workforce, with over 3,000 salespeople reported in 2016, indicating their substantial role in the organization Lastly, an increasing turnover rate for sales personnel leads to heightened recruitment and training costs for new hires, which can hinder the company's ability to meet sales goals and execute its expansion strategy effectively Therefore, maintaining a lower turnover rate for sales staff is essential for OCB's continued success and growth in the coming years.
AscanbeseenfromthestatisticsofHRdepartment,theturnoverrateofOCBissohighi n bothheadofficea ndbranches,especiallyinsalesdepartment.
DeputyofHRmanagerstatedthat:“OCBhasfacedtheproblemsrelatedtohighturnoverrateofstaffs.Theturnoverrateisveryhighcomparetoindustryaveragerateis15.9%.Companycouldnotre cruitmorestaffquicklytobeinchargeofnewjobs.”
NumberofTrainingcourse 154basiccourses fornewsalesman 306basiscoursesfo rnewsalesman
Potentialproblemsandjustifythemainproblem
Incomedissatisfactionandhighturnoverrate
Regardingtoincome,CarraherSM(4)showedthatthereisarelationshipbetweenpays a t i s f a c t i o n andturnover.Toretainemployees,thecompanyneedstomakebettersalaryp o l i c y thanwhatcompetito r’soffers.
Fromin- depthinterviews,itisfoundthattheincomedissatisfactionexistsinOCB,h o w e v e r manag erofOCBandstaffs(includedstillworkingandleavingOCB)havesomed i f f e r e n t viewsabouttheC&Bpo licyandincomeofsalesmaninOCB.
“Thesalarydoesnotincreasebutthetargetincreasesquickly.Wagesbasedonthelevelofcompletio nofbusinesstargets,soifanyonecannotmeetthesaletarget,thesalaryislow,evennotenoughforlivingco st.”
WhereasmostofhighandmiddlemanagerpointoutthattheC&Bpolicyandincomearereasonablebe causetheperformance- basedsalaryforsalesmanwillbethemotivationfactort o pushthesaleandrevenueofOCB.Inaddition,theyha vealsoclaimedtheefficiencyoft h i s policyinincreasingtheproductivityinbusiness.
“IthinktheC&BpolicyforsalemansisacceptablebecauseitincreasesalongwiththeKPIemployeea chieve.NowOCBhasbeenchangingtheincentivepolicyinwhichemployeegetoverK P I willgettheattr activebonus,soIthinkitisacceptable.”
Becausetherangeofsalaryisconfidential,Icouldnotaskmoreinformationtocomparew i t h otherbankrange outside.Additionally,theconflictinviewbetweentwosideswhoa r e managersandwhoareemployeesinOCBa ndthesalaryissueneedmoretimetoinvestigate.Therefore,itwillbediscussedmorebutnotinthisreport.
Lackofcareerdevelopmentopportunityandhighturnoverrate
Relatingtodevelopmentopportunity,BiswakarmaG(5)pointedoutthatcareergrowthd i m e n s i o n s negativelyrelatedtoemployees’turnoverintentions.
Fromtwosectionsofinterviews,therearesomedifferentpointsofviewfrommanagerofO C B andstaffs(inclu dedstillworkingandleavingOCB).
Salesmansaidthat becauseofdevelopmentprogramalwaysprovideforthe groupofe m p l o y e e s whoperformswell,inwhichemployeeswhoperforminmedium(notlow),t heyca nnotfindtheopportunitytopromoteortimetobepromotedisveryslow.
“Icouldnotfindtheopportunitytopromotion.IfIapplyforneworganization,mypositionwillb e higher andmyincomewillhighertoo.”
ManagerssharedthatOCBhasalreadyhadthecareerpathforsalesmanandtheyalsop r o v i d e som edevelopmentprogramforsalesmaneveryyear.However,thehighpositioni s alwayslimitedandtheycouldonlyprovi deforthebestoneandseeotherpeopleleft.
“AboutthedevelopmentinOCB,salesmanwillstartwiththepositionassistant,thentheywillpromote torelationexecutiveandthenrelationmanager,superrelationmanagerandfinaloneisb r a n c h mana ger.Thetimetopromoteisbasedontheirperformance,butatleast6monthsto1yearsofeverylevel”
“Thecareerpathforsalesmanisclear.Wehavethedevelopmentprogramforsalesmaninbranches.Howe vertheabilityofinternalemployeesisnotmeettherequirementofthepositiontopromotei s notenoug h.Thosearethereasonswhywecan’toffermoresalaryanddevelopmentopportunityf o r them.”
AfterdiscussingmoreaboutthecareerpathofsalesmanwithMrsA,thecareerpathofsale sman inOCBisre asonableandthespeedtobepromotedisfastiftheyhavegoodsalep e rf o r m a n c e andgoodleadershipskill.B ecauseeveryonehavechancetojointhed evelo p me n t programiftheycouldgetwellperformanc eincontinuoustwoterminOCBa n d theirleadershipisadequate.Forthosewhodoesn’thavetheexcellentperform anceitt a k e s alongtimetojointhedevelopmentprogrambecauseoflimitationofhighposition.T h o s e a rethereasonswhysomeemployeesclaimsaboutthecareeropportunitiesasabove.S i n c e lackofcareerdevelop mentopportunityissueneedmoretimetoinvestigate,itwillbe discussedmorebutnotinthisreport.
Jobstressandhighturnoverrate
Manyfollowingresearcherspointedoutthatstressfulworkisoneofcausestot u r n o v e r Ogin nietal(6)clarifiedasignificantrelationshipbetweenjobstressandhight u r n o v e r rate.Jobstresssi gnificantlyinfluencedtolabourturnoverwithastrongpositivec o r r e l a t i o n Leontaridietal(7)alsogaveso meconclusionsintheirresearch.Theyfoundt h a t theindividualswhohavereportedexperiencingatleasts omestressintheircurrentp o si t i on , havethetendencyofquittingorbeingabsentincreasingwithsuccessivelyhigher w o r k relatedstresslevels.
Addressingtheissueofworkpressureandwork- lifeimbalance,OCBmanagers,e m p l o y e e s andotherswholeftthebankalsohavesameview.Theyallk nowthenatureofbankingsector.Thesalesman,especiallythesalesmaninbankingindustryfacealotofs tressandpressure.Notonlytheworkingtimeandworkloadmakethemunabletohaveaw o r k lifebalance,butals osaletargetandtimepressureeverymonthappearasanightmaref o r theemployeesiftheydon’thaveenoug hcustomerrelationshiporlacktheofabilitytoa t t r a c t customer.Thelegalriskisalwayshighforthesalesma ninbankingsectors.Iftheyl o s e thecontrolandgoagainstethicstogetmorecustomerswhodon’thaveagoodcre dithistoryorhavebadfinance,theymayfacedisciplinaryactionwhichmayleadtoi m p r i s o n m e n t
“Oneofthemainreasonsforhighturnoverratehighinthefront- linestaffisthattheyusuallyworkovertime,from8am-10pm,3-
4daysaweek.Itisdifficulttobalancetheirworkandfamilylife,especiallysaleswomanwhoisfemale,they cannotcontinuedotheirworkwiththissalesmanposition,manyofthemlookingforanotherjob.”
“Theworkloadistherootoftheproblems.Besidethesaletask,meetingpeople,makingfinancialanalysisf orcustomer,theyalwaysneedtofulfiltheprocurement,paperworkandworkontheo n l i n e system.I naddition,theyneedtocarefortheloanofcustomerfromthebeginningtodisbursement.Wegohome lateanddon’thavethebalanceinworkandlife.”
10hoursaday,everymorningmustbeinthebankbefore8am,8pmhometocomebacksoeveryday9pmtositat thedinnertable.IthinkthatisveryharmfulformyhealthandIhavenotimeforshoppingandgoingcoffee withfriends,evenlackoftimeforthefamily,boyfriends.”
“Therearemanypressurethatmakethisprofessionstressful- theworkload,thetimepressureandespecially,thework-familyconflicthasbeenmycase.”
Bothmanagersandemployeesconfirmedabouttheexistenceofjobstressproblemthatthes a l e s m a n fa cesinbankingsectorandespeciallyinOCB,whichleadresignationofmanyO C B salesman.Itisessentialtofindmorer elevantcausesleadingtothis,inordertoresolvet h i s
InitialCauseandEffectmap
Problemjustification
Tosumup,throughliteraturereviewandtheinterview,therearethreemainreasonsl e a d tothehighturnoverrate:lo wincome,lackofdevelopmentopportunityandjobstress.I t isfoundthatthereareconflictingviewsbetweenmanagerandst affabouttheincomeandd e v e l o p m e n t opportunities.Insalesmanview,theirsalaryislowcomparedwit hindustrya v e r a g e level.Whiletheboardofmanagementarguesalaryshouldbedepend onp e r f o r m a n c e thatcreatethemotivationforemployeeandachievethebusiness goal.Moreover,C&Bpolicyalsorequiredmanyconsiderationsbeforechangingbecausethep o l i c y toincreaseofsalaryandbenefitforallemployeesisapplied,itwillspendahugea m o u n t ofmoneyeverymonthandri skforfinancebalance.Intermofcareerdevelopment
The current company structure is fully occupied by competent managers, leaving limited opportunities for sales personnel to advance, as only top performers are likely to receive promotions Addressing compensation and benefits policies and career advancement opportunities requires careful long-term strategic planning, which cannot be resolved immediately Consequently, I have chosen not to further investigate these potential issues in this research Job stress is a common concern among both salespeople and managers, particularly in the high-pressure environment of banking, leading many employees to leave the organization due to its demands Identifying the main causes of job stress is crucial, making it a key factor for further investigation through a cause-and-effect analysis.
Potentialcausesofproblemandjustification–Thefactorscausejobstress
Workoverload
Throughthein- depthinterviewresultinOCB,intervieweeshassharedmanythingsr e l a t i n g toworkoverload,that makesalesmangetstress.
Fromopinionsofinterviewees,theworkloadisovercomefromtheroleconflictbecauseo f alotofmultita sking,notappropriateassignmentorlackofsalesmanability.
InOCB,salesmanhavealotofdutiesatthesametimebecausetheymustdoalmostthep r o c e s s Incorp oratesector,salesmanhastogoouttofindthecustomerthenmakingfinancialanalysisandriskanal ysis.Inretailsector,salesmannotonlyneedtofindthec u s t o m e r whoneedtheloanandmakepersonalfinan ceanalysisandtheyneedcross- sale,t heyneedtopersuadecustomergivetheirmoneytosavingatbankorbuytheinsurance.T h e r e f o r e , theyhavemanyrolestobeinchargeintheirjobandhavemanyKeyP erf or ma n ce Indic ators(KPIs)topursue.Wheneveremployeesareexpectedtoperformtwoormorerolesthatarenotfeasibleorcom plicated,thiscreatesroleexpectations,thatl e a d s toroleconflict,whichultimatelyresultsinjobstress.
“Besidethesaletask,meetingpeople,makefinancialanalysisforcustomer,theyalwaysshouldfulfilthepro curement,paperworkandworkontheonlinesystemalsotocarefortheloanofcustomerfromthebeginnin gtodisbursement.…
Additionally,salesman,especially,freshgraduatesalesmanwhoarenothaveenoughskilla n d knowle dgewillbehardinaccomplishingalltasksatthesametime,thenitmakesthemg e t stress.Itisexpectedthatbranchmanager andsenioremployeesineverybranchcouldp r o v i d e theon- boardtrainingattheirownbranch.However,mostofbranchmanagersaid thattheyarebusywithsaleandtheyarelackofcoachingskill,andthenitisunknownthatt heyprovidetheknowledg eandskillenoughfortheirnewemployeeornot.Newemployeee s p e c i a l l y freshgraduateandnon- experienceinbankingsectorcouldnotimagineenougha b o u t theirroles.Theycouldnotknowwheretodirecthisor hereffortsanddonothavee n o u g h knowledgeandskilltoaccomplishallthetargetsoftheirjob.Thenitleadtojobstress forthejuniorsalesmanandthentheyquitjobeasily.
“Thenumberofsalemanfluctuatebecausetheyarefreshgraduates,lackofexperienceandlackofrelationshi p,sosomeofthemdidnotaccomplishtheKPIsofsaleanddidnotgettheexpectedsalary.Therefore,they areeasytogiveupinfirstandsecondyears.”
“Inmyopinion,somereasonscanleadtotheworkoverloadmightbethelackofskillsandknowledge, theydon’thaveenoughabilitytogettheKPI…AndItisdifficulttofind newc u s t o m e r incompetitivemarketnow,itisthechallengethatmakealotofjunioremployeet o gi veupthejob”
Finally,theassignmentisnotappropriatewithwhichsalesmanaregoodat,thatalsoisrootl e a d toworkoverloadandm akesalesmangetstress.Somepeoplearegoodatnetworkinga n d getthecustomerrelationship,buttheyarenotgoo dinanalysis.Whereas,someonew h o isreallygoodatfinancialandriskanalysistomakeproposal,theyarenotg oodatc o m m u n i c a t i o n t o g e t thecustomerrelationship Thosebrings themfaceastruggle inaccomplishtheKPIsandalwaysfeeloverload.
“Mybranchhave3saleteams,althougheveryonearerecruitedtoworkassale.Afterlongtime,everyo neworkindependentlyanddoallthestuffthingsinJDssaid,theysaidtheyareoverloadbecauseofdoingwhatt heyarenotgoodat,makethemspendmoretime”
(11)findoutmorethan50%ofe m p l o y e e s acrossvariousbanksfeelstressbecauseofworkoverloadand timepressures.T h e sameresultsintheresearchofPriyaetal.
(12).Intheotherresearch,AbbasiTF(13)s t a t e d thatworkoverloadthatisadilemmainalmosteveryorganizationalsector toperform moreactivitiesatonetime,consequenceofthisareintheformofincreaseinstress,t u r n o v e r intentions ,andlowerjobsatisfactionandhisresearchconfirmedthatworkoverloadhasnegativeeffectonstres s,turnover,andjobsatisfaction.
Workfamilyconflict/work-lifeimbalance
Workoccupiesahugespaceinourlife.Peopledevotemoreandmoreintheirworkt o achieveaposit ioninsociety.IncaseofOCB,throughtheinterviewresults,someofr e s p o n d e n t s saidthatth eylosethebalancetimespendingforworkandfamily,thisleadt h e m choosetoleaveorchangethejobinbanks ector.
“Wegohomelate,don’thavethebalanceinworkandlife.Monthlysaletargetmakeusalwaysrunningwithtim eandhavethenightmarewithnumberofKPIsandtimetoachievethem."
Alotofworktoachievethesaletargeteverymonthandkeeptheaccurateprocedurei n thelimitedtime,whichlea dtothetimepressureonsalesmanandmayimpactthejobperformanceanddecisionmakingbyitsinflue nces.Continuouslylowjobperformanceandu n w i s e decisionsforalongtimemightleadtojobstress.Inaddition,m ostrespondentsofO C B ininterviewfeelstresswheninsomedaytheyhadtoworkuntil9-
10pmwhenthew o r k hourendedat5pm.Theyfeltnoteasytokeepthebalancebetweenworklifeandfamilylif e.Timepressureandmonthlysaletargetmakesalesmanneedtoworkovertimea n d spendmoretimeatwork evenatnightwhichshouldbeforfamilyandtheirownp e r s o n a l life.
“Oneofmainreasonsforturnoverratehighinthefront- linestaffisthattheyworkundertimepressure,from8am-10pm,3-
10hoursaday,everymorningmustbeinthebankbefore8am,8pmgohome,Imusthavedinnerabout9pm anditreplayseveryday.”
Especially,forthosewhoaremarried,theyarestressbecausepressuretobalancetherolea t familyandatwork.Fa milypressurealsotherootleadtostressofthem.AccordingtoD u b r i n (14),work- familyconflictwasconsideredasindividual’sroleconflictoccurswhena n individualhasdualrolesasaworkingfather oraworkingmother.
“Becausetheworkisincludebothmeetingcustomer,financialanalysisandpaperwork.Istartworkingat 8ambuttheendcouldbe8pmwithnoovertimeallowance.SometimeIneedtogooutf o r drinkwithcustomeraft er5pm.Myhusbanddonotlikeitandadvisemetoleave.Even,someo f myfemalecolleagueshadthesam esituation.Oneday,IrealizedthatIneedtochangemyjobt o protectmyhealthandcareformyfamily.”
Thework-familyconfictorwork- lifeimbalanceleadingjobstressisalsoconfirmedinmanyresearches.Regardingtotheeffectofworkfamilyconfli ctinjobstress,generalf i n d i n g s ofNartetal (15)showednegativeeffectofwork- familyconflictonjobstressa n d partialeffectonorganizationalcommitment.Theyalsofoundoutthatjobstresscausesa negativ eeffectonorganizationalcommitment.Additionally,Surientyetal.(16)alsof o u n d outthatwork- lifebalance,supervisorybehaviorandjobcharacteristicshavethenegative regativeimpacttotu rnoverintention.Therefore,Work-lifeimbalanceorwork- f a m i l y conflictalsopresentasafactormakejobstressatOCBandasthepredictoroft u r n o v e r i n t e n t i o n
CauseandEffectMap
Causejustification
Tosumup,basedontheinterviewsandtheoryinformed,therearetwomaincausesleadt o jobstressatOCB whichare workoverloadandwork-familyconflictorwork-lifei m b a l a n c e
Throughtheanalysisofcauses,itisobvioustoseetheconnectionoftwomaincauses.W h e n salesma nareoverburdenedwithworkitleadsthesalesmanworkingovertimeanditcausest h e work– lifeimbalance,thenthework- lifeimbalancecontinuouslys t r e s s e s employees Therefore,work overloadneedstobeprioritized todiscoverthesolution.W h e n theworkloadwillbemorereasonable,itwillhelpsalesmantoreducetheo vertimei n workandmakework- lifebalance.Thefollowingsectionwilldiscussaboutthea l t e r n a t i v e measurestosolv ethereasonscausingworkoverloadinOCB.
Thefirstalternativesolution:Redesignjobtoenhancespecializationsandplacetheemployees inappropriatejob
Throughtheanalysisofcauserelatingworkoverload,multitaskingandmulti- roleinthesalesmanjobistheoneofrootleadingworkoverloadandmakeemployeegetstress.Tos o l v e thiscause,jobneedtoberedesign,thenallowingemployeeshavemorecontrolovertheirjobsandworksintheirareas ofspecializationarethemethodtoreducetheworkstress,statedbyNweke(17).Kauretal.
(18)alsoagreedandpointedoutthatjobswhicha r e hamperingemployees’abilitiesandcapacitiesshouldeitherb eeliminatedorredesigneda c c o r d i n g toemployeespotential.
“Infact,theBODareconsideringtoseparatethesaleteaminBranchesinto2group,oneiscustomerr elationshipwhichspecializeinattractingcustomerforbranchesandoneiscreditservicew h i c h speciali zeinassistingthecustomerrelationshipfinishthecreditproposalincludefinanceanalysis,riskmanage mentandpaperworkbeforeandafterthedealdone.”
“Inthenewplace,therearethespecializationsinourworkdistribution.Myteamhadenoughthepeopleforeve ryposition,sothetaskworksmoothly,Idon’tneedtocoveralotofworkandworkovertimeanymore.Moreov er,IamassignedwhatIamreallygoodat,insteadofalotofunnecessaryworkasbefore.IfeelIgrowu pincareereveryday”
Basedondiscussionwithsomeconsultingexpert,Irecommendthisprojectshouldbec o n d u c t e d byinternalemployees,notoutsourceittoexternalemployeestoconductthep r o j e c t becausetheb udgetislimitedandtheinternalemployeescanunderstandthesituationofOCBmorethant heother.
Todealwithsituationthatassignmentarenotappropriatewithabilityleadtoworko v e r l o a d andjobstressinsalesman,wemustconsidertotherecruitmentasthefirststagei n progressputwrongpeoplei nwrongplace.
“Withthisconsideration,theHRdepartmentmustaddthemethodtoidentifytheabilityofcandidat ewhichadvisethebranchmanagerintherecruitmentprocesssandtogivecandidatethesuitablepositio ninto2group.”
Then,forthecurrentstaffs,itisnotreasonableifforcethemtoquit,thenthebetterstepisr e a r r a n g e currente mployeeintosuitablegroupofworkandgivethemaopportunitytow o r k onfieldtheygoodat.Thisist hekeysuccessfulpoint,oneofbranchmanagerwhor e a r r a n g e successfullysharing.
“Tokeeptheteamworkeffective,Ihavealreadydividedeveryteamintosomesmallergroupsandrearranget heworkforeachpeople.The“Shark”groupisincludepeoplewhoareexcellentinf i n d i n g customer andbringcustomertoOCB,“Bear”groupisincludepeoplewhoareexcellentinanalysisandevaluationc ustomer,newbiesgroupisincludethejuniorpeoplewhoareorderedtor o t a t e andhelpbothteamtoen hancetheskillsandknowledge.”
Throughtheliteratureandopinionfrombranchmanagerwhodealtwiththisproblems u c c e s s f u l l y in hisbranches,placingtheemployeesinappropriatejobpositioncouldbet h e firstsolutiontosolvetheexistingjobstr ess.Toplacetheemployeesinappropriatejobp o s i t i o n , HRdepartmentshouldconsideraddingtheaptitudete sttorecommendbranchm a n a g e r toarrangeemployeeintorightplace.
□ Utilizetheadvantageandabilityofemployeestocreatethemutualgoalofteamandb r a n c h e s Employ eesaccomplishtheworkintheworkingtimeandnoneedtoworkove rti me morelikebefore.
Allowancefor2HRemployeeswhojoinedinprojectteamin3month.(5million/ month) 30,000,000
Notes:ThefullestimatedbudgetispresentedinAppendix1.Basedontheaveragesalaryandallowance,t h e rul eofbusinesstripcostandtrainingcostinOCB,marketprice.
□ ForOCB,therearesomechallenges.Itmightbetakemoretimetoemployeef a m i l i a r withne wjobdesignanditisunsurewhethertheemployeeareassigned intotheappropriatepartinsaleteaminthefirstperiod.
Thesecondalternativesolution:increasetraining,coachingandsharinginworkplace
Whenemployeesdon’tknowexactlywhatthey’resupposedtodo,howtodotheirjobsorw hytheyneedtowor kacertainway,theycouldspendtimemoreonuselesstaskanditl e a d toworkoverload.Itisessentialtofindth esolutiontohelpsalesman,especiallyjuniors a l e s m a n enhancetheknowledgeandskillrelatedtojob,thensa vethetimespendingonc o r r e c t i n g mistakesandtheproblemsolvingnecessarytocorrectbadperformances, thene m p l o y e e s willnotsufferfromjobstressmoreandmore.
AccordingtoNweke(17),trainingisalsoviewedasessential.Itishelpfulinbuildingc o n f i d e n c e on workersandmakesthemdelivertheirjobswithspeedthroughtheiracquisitionofnewtechnique sindealingwiththeirjobdemands,thentheycouldmanagetheirtimetohandleworkandhavelessstress. Toreducethestressforemployee,DavidL(21)alsoemphasizedtheorganizationshouldm a k e sureemployeesha vetheresourcesandtrainingtodotheirjobswell.
(22)alsoshowedintheirresearchthatthemosthelpfulmethodofdealingw i t h stressislearninghowtom anageit.Theseacquiredskillswhenlearnedworkbestw hen theyareusedregularlyandnotjustwhenth eworkpressureison.Themanagemento fbanksshouldarrange,fromtimetotimeontheirown,trainingtheiremployees onsomestressmanage mentmechanisms.
“Trainingisreallyimportant,ifpeopledonothaveenoughknowledgeandskilltheycanaccompli shthesalegoalsustainable.Especiallyforfreshsaleman,whodonothavelargenetwork B u t someti metheattendingthetrainingclassinHoChiMinhcity,DaNanghayHaNoiisreallydifficultforemployeefro mtheruralprovince”
“Someofmynewemployeequitjobbecauseofl a c k knowledgeabouttheprocess,riskappetitea n d str ess becausetheirloanandcreditproposalcontinuousrejectedbytheboardofriskmanagement.SoIthi nkitisnecessarytoholdtheon-boardandon- goingtrainingforemployeest o helpthemworksmoothlyandreducethestress.”
Besideformaltraining,coachingisalsothemethodcouldbeconsidered.Withthesameb e n e f i t s as trainingandmore,McManus(23)alsomentionedthatcoachingcouldmakem o r e effectiveuseofco mpanyresources;coachingcostslessthanformaltraining.
Ladegồrd(24)alsopointedoutplanningskillsacquiredthroughcoachingreducestressint h e shortterm,andthatt heeffectismediatedthroughadecreaseinjobdemandandthedecrease injobdemandisfurthershownt oreducestressinthelongterm.
FrominterviewsinOCB,otherviewsabouttrainingarereleased.Althoughnoonedeniedt h e impactoftraining,theinterv ieweesemphasizetheessentialroleofcoachingthatbranchm a n a g e r / linemanagerconductfortheirownemployeetoprovidetheproperlyskillsandk n o w l e d g e intimetheyne ed.InviewofHRexpert,MrsAsharedthattrainingcourseisc o s t l y andwiththelimitedbudget,theyonlyconduc tsomeclassesmonthlyandotherisquarterly.However,only10%knowledgecouldlearninclass,theresttheemplo yeeslearnf r o m managerandonthejob.Therefore,sheproposedcoachingfromline- managerandsharingorsupportfromcolleagewillbemoreeffective.
Fromviewofsaleman,MsThalsoagreethattrainingishelpfulbutitishardtoattendfullclassbecauseofcustomers e r v i c e allweekday.ThenShesaidthatshewasluckybecauseshehadthemanagerwhosharingalotexper ienceandknowledge,thismentoringandcoachinghelpedherovercomet h e stresswhenshewasafreshsa leman.
“Itisnotdeniedthatimproveknowledgeandskillofsalemanisgoodidea.Inmycase,Ilovetoa t t e n d th eclassbutittakesalotoftimeandIalwaysgetthephonecallfromcustomerorstaffto
Pros: askabouttheproduct,thesaledeal.SoIthinksthat,thelinemanagercouldshowussomeandwea r e freeto findthetimeandlearnbyourselve.WhenIwasafreshsaleman,IwasluckybecauseIh a d themanagerwho sharingalotexperienceandknowledgesoIcouldovercomethestress.”
Formaltrainingcostforthewholetrainingroadmapofsalemanquarte rlynextyearforabout3500salemans(average2million/saleman) 7,000,000,000
Trainforon- goingemployeestechnicalcoursesincludethefinanceanalysis,l a w , r i s k management,d e b t settlement,Collateralvaluationin3area(
□ ForOCB,therearesomechallenges.Investingintothetrainingandcoachingisthelong- termstrategy,itmightbedifficulttoseetheimpactonshort-termanditisneed
□ Foremployees,thesolutionmightleadstaffsmorestressful.SinceOCBwanttoke e p thestaff suptodatewithlatesttrendsandknowledgeableintheirspecificarea,O C B needtoconductthetrainingmoremor ehours,morecoursesandeveninw or kin g hours.Atthesametimeemployeesalsoneedtofulfi ltheirresponsibilityi n theirmainjobs,thentheycannotworkandlearneffectivelyandtheygetmorestre ss.
Justificationandselectthesolution
Basedontheabovecausejustification,theoryinformed,opinionsfrominterviewandthep r o s andconsanalysis hasbeencomparedbetweentwoalternativesolutions,Irecommendt o prioritizethefirstsolution- redesigningjobandplacingtheemployeesinappropriatej o b
Firstofall,theconflictinmulti-taskormulti- roleinthejobofsalesmannowinOCBist h e mainrootleadtotheworkoverload,soitisimportanttoconductthe redesignjobtom a k e theworkmoresmoothly.
Second,thejobredesignalsothewayhelpingmanagertoassignappropriateworkforeachd i f f e r e n t abilitygroupofe mployeesandtoutilizetheabilityofemployeetogetthehighp e r f o r m a n c e andreleasestressforthem. Nweke(17)statedthatallowingemployeeshavemorecontrolovertheirjobsandworksintheirareasof specializationarethemethodtoreducetheworkstress.Kauretal.
(18)alsopointedoutthatjobswhicharehamperinge m p l o y e e s ’ abilitiesandcapacitiesshouldeitherbeeliminate dorredesignedaccordingtoemployeespotential.Then,asmentionedbefore,whenaskingaboutthesolutio nininterview,MrC–
TheareamanageralsoemphasizedtheBoardofdirectoralsoareco nsidering todividesalesteami ntotwosmallergroup.Oneofthemspecializeincustomerrela tio n andotherspecializeinfinancialanalysisandcreditevaluation.Additional,Khattaketal.(20)alsostatedthatitisimportanttoplaceemployeein appropriatedivisionoflabortoreduceworkload.Therefore,methodtocategorizetheg r o u p ofemployeesuchasaptitudetestalsoisrecommendedaddingintothesolutiontohelpnotonlyprepare forthestagesafterredesignworkbutalsohelpmanagerassignc u r r e n t employeemoreappropriate ,rightpersonintorightwork.Thatmighthelpe m p l o y e e s toreleasethejobstress.
Finally,totalestimatedbudgetforthissuggestionis307.000.000VNĐ,lowerthanthes e c o n d one.
Tosumup,whentheemployeesareputintothesuitablepositionandcouldworkintheirstrengthzone,itcould helpthemreducethesituationofworkoverload,andreleasethejobstress.
□ RedesigningthenewjobforsaleteammemberwithnewJDandKPIsforsalesteamm e m b e r th atmeansthejobredesign.Therearefivestepsinthisactionbasedonfives t e p s mentionedinCanadi anCentreforOccupationalHealthandSafety(19).
□ Placingtheemployeesinappropriatejobthebyaddingonemorestepinrecruitmenttoi d e n t i f y theaptitudea ndhelpbranchmanagerrecruitrightpersontorightjob,basedonClatwo rthy G(25).
Action Objective DetailActivities PIC Jul
Designthen e w modelf o r s a l e t eamwithnewJDa ndKPIsforsaleste a mmemberthatm eanst h e j o b re design
Researcha n d make the appropriate modeltohelpbra nchmanagerassi gnrightpersonrig htj o b a n d maket hebusi ness mor eeffective
Identifythemethodsfordoingthework,work/ restschedules,trainingrequirements,equipmentneededandworkplacechanges.
Toidentifytheapti tudeandhelpbran chmanagerrecrui trightpersonrightj ob
Humanresourceplaythemostvitalroleineveryarea,especiallyinservicesectorasbanking.Although thebankinghasthesignaltorecoverafterfewyearsincrisisandOCBalsohavethegreatstepsindevelopment.Howev er,theturnoverrateduring3recentyearso f OCBhastheupwardtrend.Itistheunexpectedsymptomwhichadminis tratorshastob e putmoreconsideration.Becauseturnoverintentionisamajorissue,mainlyinthefieldo f humanresourc emanagement.Thisstudywiththetopic“TurnoverrateandjobstressinOrientCommercialBank”hasclarifiedsomepoi ntsasbelow:
Secondly,therearemanyreasonsleadingtotheturnoverintentionofemployees,especiallys a l e s m a n inO CBsuchaslowincome,lackofdevelopmentopportunity,jobstress.Becauset h e r e aremanyconflictviewabouttwo reasonaboutthesalaryandpromotionopportunitya n d theybothneedthelong- timestrategytochangethesituationandpolicytosolve,thisstudyfocusinthefinalreasonwhichmostofintervieweesconfir mitexistandimpacttotheturnoverintentionofsalesman.
Thirdly,basedontherootreasonleadtojobstressinOCB,somesolutionstohelpsalesmanr e l e a s e thejobstressh avebeenexaminedbyconsideringtheirbenefitsandcosts.
Finally,thesolutioninwhichincluderedesigningjobtoenhancespecializationsandp l a c i n g theemplo yeesinappropriatejobarerecommendedtoreducethejobstressofOCBs a l e s m a n Theactionplanispreparedand needtobeimplementedimmediatelytobringt h e impactinemployeeretentionanddecreasetheturnoverra te.
Thisstudyusingtwotypesofdata.First,secondarydatawascollectedfromreliablesourcesuchasstatisticfromHRdepartmentinternalreportofO CB,previousresearchesfromonlineacademicwebsite,seminardocumentsandHRrelatedw e b s i t e Then,primarydatawascollectedbyconductin gaqualitativeresearchwithmethodofin-depthinterviews.
Name Gender Position Workexper ience
Timeofinterview Place ofintervi Group1:Manager/staff/salemanwhoarecurrentlyworkingatCompanyOCB
Mr.C Male SalemanagerofSoutharea 15years 3years August,2017 OCB
Mrs.A Female HRmanager 10years 3years August,2017 OCB
Mr.T Male Branchmanager 10years 1years September,2017 OCB
MrsX Female Branchmanager 15years 10years August,2017 OCB
Female Saleteamleader 4years 3years August,2017 OCB
MrM Male Formersaleman,quitjobinOCB 4years 3years October,2017 OCB
MrsTr Female Formersaleman,quitjobinOCB 2years 2years August,2017 OCB
MsL Female Formersaleman,quitjobinOCB 3years 2years August,2017 OCB
MrD Male Formersaleman,quitjobinOCB 1years 6months August,2017 OCB
INTERVIEWGUIDE
Group1:Manager/staff/salemanwhoarecurrentlyworkingatCompanyOCB
5 DoyouthinktheC&BpolicyforemployeeisreasonableandworthwithwhattheyhavedoneforO CB?.Probe:HowwasitinpastandHowisitinpresent?
Probe:Howwasiti n pastandHowisitinpresent?Prompt:Coaching,training,mentoring…
Prompt:Workload,Timepressure, Work-familyballance
Prompt:RightpositionRightperson,Flexiblew o r k i n g timeandworkingplace,trainingand coaching
Group2:SalemanswhoalreadyleftOCBCompany
2 Couldyouintroducealittlebitaboutyourself?.Probe:Howlonghaveyouworkeda t OCBbeforey ouleftandthepositionofyouthattime?
Prompt:workload,time,salary,developmentopportunity…
SUMMARYOFTRANSCRIPTS
Group1:Manager/staff/salemanwhoarecurrentlyworkingatCompanyOCB
QUESTIONS PROBE/PROMPT KEYPOINTS FINDINGS
Thankyouforyouracceptancetomeetingwithmet o d a y ThepurposeofthismeetingIhavementionedin invitat ion,soIwillstarttheconversationtosavey o u r time.
Ingeneral,Howd o yo ufeel aboutthework ing environmentofOCB
An.Nicetoseeyoutoday.HoweverIamsorry,becauseI don’thavelotoftimesoIwilldiscusswithyouabout20minutes.
AsyouknowIworkedatOCBabout3years,Iamnowworkingf orOCBasSouthAreasalemanager,myrole
With3yearsworkinghe re,I t h i n k t h e worki ngenvironmentofO CBi s o k , o f cours eitisnotthebig potential andsustainable.
Everyonesaidthew orkingenvironmentofOCBisfriendly. ismanageanddevelopthesaleofallbranchesinSoutharea bankbutitsgrowthisre allypotentialandsu stainable.
AlthoughIambusy,Ikeepforyousometime.A s youknowIw orkedatOCBaboutmorethan3years,IamnowworkingforOCBas
Withme,theworkingen vironmentofOCBi s q u i t e o p e n a n d frie ndly,l i k e t h e f am i ly culture. friendly, like thef a m i l y culture.
Mr.T HiAn.IcometoworkforOCBmorethan1yearsago,but I hav e10 yearsexperienceato t he r financial organizati on.N o w I workedforO C B a s Branchmanager.
Forenvironment i n OCB,I t h i n k i t i s re allyfriendly. friendly.
HelloAn.Asyouknew,IworkedforOCBabout10yearsin my20yearsexperience,nowIamtheBranchmanagerofO
Tobehonest,Ireallylov eOCB,Ihavealotofwar m- heartedfriendh e r e a n d t h e environme ntis reallyk i n d andfriendl kindandfriendly.
It h i n k t h e environment isaccepted,butthesalei nOCBisreallyhard environment isaccepted,
MrC Ofcourse, i t i s t h e c o m m o n p r o b l e m i n financeo rganization.Itisaseriousproblem.Wemustspentt i m e a n d m o n e y t o f i n d a n d h i r e anotherbranchmana gerfromotherorganizationtofulfiltheposition,becausehe/ shecanbringawholeteamfromthatc o m p a n y toourc ompanyforvacancy.Thatisthecirclet o increasethecost.” commonpro blem Almost peopleconfirmaboutth es i tu a t i o n ofhightur noverrateinOCB
MrsA “OCBhasfacedtheproblemsrelatedtohighturnoverrateof staffs.TherecentturnoverrateofOCBisveryhighcomparetoi n d u s t r y averageratei s 1 5 9 % C o m p a n y could notrecruitmorestaffquicklytobeinchargeofnewjobs.” high compare toindustryaveragera te
0customersariseregularly,including20bigc u s t o m e r c ontributemonthlysalesdramatically.Theb i g problem hereismanager&leaderswholeavethejob, theybringcurre ntcustomeralongwiththem.” manager&lea der s who leavet h e j o b , theyb r i n g currentc u s t o m e r alongwit hthem
MrsX “It’sacommoncase.Inmybranch,theturnoverrate’sn o t a shighastheaverageturnoverrateofOCB,butsomeho w,i t alsoimpacto u r s a l e a c t i v i t i e s a n d reve nue.” impact our saleactivitie
MsTh “Theturnoverrateinmybranchesishigh.Ithinkso.A n d bec auseofPersonnelfluctuations,wewhostillworksinOCB mustworkdoubleintimeoftransitworkfromtheoldonetothene wone.Then,thecurrentstaffa l s o feelstressandtheperforma nceisnotgood.”
Theturnoverrateinm ybranchesishigh currentstaffalsofeels tr es s an d t h e perf ormancei s n o t go od.”
MrC Therearemanycasesthatabranchmanagerorateamleader quitthejobandmovetootherorganization,allt h ei r stafffo llow th em andm ove tothe new organization.Theyw anttofindtheplacemoresuitablef o r themandiftheymovejobtoano therorganization,those companyneedtopaymorethanusoroffera highpositiontoattractthemandtheymaybeincreasethes a l a r y andbepromotedfasterandfaster
Many staff members who leave often cite issues such as low performance, lack of skills and knowledge, and poor customer relationships as contributing factors to their departure In branches, sales numbers can fluctuate significantly due to the presence of fresh graduates who may lack experience and established relationships, leading some to struggle in meeting their sales KPIs and subsequently not achieving their expected salaries As a result, these employees are more likely to give up during their first and second years.
Somementioneda b o ut theincome,thedevel opment
Somementioneda boutthework- lifebalance,KPIpressure,Tim epressureWorkload,Workove rtime
MrsX “Oneofmainreasonsforturnoverratehighinthefront- li n e staffisthattheyworkundertimepressure,from8am-
4daysaweek.Itisdifficulttobalancetheirworkandfamily,especially salesmanwhoisfemale,t h e y cannotcontinuedotheirw orkwithsalesmanposition, moreofthemlookingfora notherjob.Thesecond,therearemanycompetitorwillingtop aythes a l a r y morethanOCBtoattractsalesmantomovethejob andgetthecustomer ofus.However,wecan’tincreasesalarymorethanthatbe causeofthecurrentpolicy.”
Timepressure,work- famil yba la nce, Sal ary,
MsTh Iti s difficulttof i n d n e w c u s t o m e r i n c o m p e t i t i v e marketnow,itisthechallengethatmakealotofjunioremplo yeetogiveupthejob.AccordingtoKPI,eachmonththesal esmanmustearn2newcustomersandcreditgrowthofsp ecificlevelsbasedonyearsofexperience.Forseniorsal esman,theyfinditeasyduetoa certainamountofcustomer,ifthey oftendonotmeetc u s t o m e r s target,theycanoffsetbyotherin dicatorsbut
KPIpressure Somementioneda bouttheincome,thedev elopment
Somementioneda boutthework- lifebalance,KPIpressure,Tim epressure theyalsosufferabigpressurewhenKPIisalwayshigh.O ldsalesals ooftendonotmeetnewtargetsbutoffsetbyotherindicators.
Althoughthespeedofincreasebasesalaryiss l o w , thatreaso nwhywhensomegoodemployeewhent h e y growenough topromote,theydonotchoosetopromote inOCB,theychoo setoleavetoincreasethebasesalary.However,nowOCB hasbeenchangingtheincentivepolicyinwhichemployeeg etoverKPIwillgettheattractivebonus,soIthinkitisacceptable.
.Inthisyear,wehaschangedtheincentivep o l i c y forsale manwhichbringsmoreincomeforemployeewhoa ccomplishoverthesalegoalanditwillb e fareforeveryone,wh oaregoodinsalewillgetmoret h a n whoarenotgood.
Inbackoffice,weneedmoretimetoadjusttheC&Bpolicy. has changed theincentivepolicy
MrT Althoughsalaryofsalesmanwillincreasebasedontheposition andtheprofittheybring,howeverthebaseds a l a r y increas eslowerthanifsalesmanmovetoanotherbank Thatistherea sonIsaid“uncompetitivesalary”
MrC Yes,Startwiththepositionassistant,thentheywillprom otet o Relatione x e c u t i v e a n d t h e n r e l a t i o n manager,S u p e r relationmanagerandfinaloneisb ranchmanager.
Inthepast,everypositionwilldeterminedbasedonthebranchm anageropinion,howeverinrecentyears,the
Yes, Theyallsaidaboutt hecareerpath anddevelopment program areavailable.Howev er,somehow,itislack
MrsA Certainly,t h e careerp a t h i s c l e a r W e havet h e developmentprogramf o r salemansi n Branches.Eve ryonehavechancetojointhedevelopmentprogrami f they couldgetovertheKPIfor2terminOCBandtheirleaders hipi s adequate.S o t h e speedt o b e p r o m o t e d isfast iftheyhavegoodsaleabilityandgoodleadershipskill.
Howevertheabilityofinternalemployeesisnotmeett h e requir ementof th e p o s i t i o n to pro mo te isno t enough.T hosearethereasonswhywecan’toffermoresalaryanddevelopm entopportunityforthem.
Inbackoffice,thecareerpathislessclearthaninbranc hes,theemployeescouldpromotefromstafftobetheseniorstafforhe adofteam… ortheycanchangejobtoanotherdepartment.Howevertheopp ortunitytob e p r o m o t e d i s l e s s ands l o w t h a n i n b r a n c h e s Therefore,theemployeesmaybewanttocha ngetheenvironmentorgraspthenewpositionbuttherearenot
Certainly, high position topromote. adequatevacancyofhighpostion,thatwhytheymove.
MrT Intermofdevelopmentopportunity,Ihaverighttop r o m o t e theassistanttoberelationexecutiveandrelatio nmanager,howevertherearealotofrelationmanagerwhoarew aitingtopromotebuttherearelackofpositiontobeseniorrelat ionmanagerorbranchmanager.IheartthatnowHRde partmentrunthedevelopmentprogram,howeveryouk nowittakestimea n d needtowaittotheperiodprogramstartev eryyear.Somepeoplecannotwait,thatisreasontheyleaveandt h e i r teammemberwillleavewiththem.Ithinkitisthe
MrC IworkedforsomebankandIthinktheKPIsincreaseisalways existinanybankandfinancialorganization.Itis n o r m a l Be causei t i s n e e d e d t o improvet h e organizationp erformanceeveryyearsanditplaysther o l e asgoalforemp loyeetotrytheirbesttogetherbringt heresultoforganizationincr ease.
Normal Thereare t wo confli ctv i e w aboutKPIs
The Key Performance Indicators (KPIs) should be tailored to match the abilities of each employee While high KPIs can lead to increased income, they must also be flexible and consider individual capabilities The annual growth rate should be reasonable, as basing next year's KPIs solely on the previous year's performance can create undue pressure, especially for sales personnel This pressure may discourage some employees from putting forth their best effort, leading to a lack of motivation and potential turnover.
Q4 Inyouropinion,dotheyfaceanydifficultyorstressi n their work?Whatarethose?
Workload,Time pressure,Work- familyb a l l a n c e
MrsX Usedtobethesalemanandpromotedtobranchman ager.Iunderstandsaleman’stressalot.
Notonlytheworkingtimemakethemcouldnothavework lifeba lance,KPIandTimepressureisalwaysthenighmareifyoudo n’thaveenoughabilitytoatract
Allintervieweesconfi rmaboutthejobstre ss ofsalesman. customerandtheriskinbankingsectorisalwayshighforsale maniftheylosethecontrolandbreaktheruleo r ethictogetmorecu stomerswhoarenotgoodincredithistoryorbadfinance,th eycouldgotoprison.
MsTh Thes a l e m a n , especiallyt h e s a l e m a n i n bankin gi n d u s t r y facealotofstressandpressure.
Theworkloadistheroot.Besidethesaletask,meetingp e o p l e , makefinancialanalysisf o r customer,theyalwaysshoul dfulfiltheprocurement,paperworkandw o r k ontheonlinesy stemalsotocarefortheloanofcu stomer fromthebeginningt odisbursement.
Inmyopinion,somereasonscanleadtothehavingjobs t r e s s mightbethelackofskillandknowledge,theydon’thaveen oughabilitytogettheKPI
QUESTIONS PROBE/PROMPT KEYPOINTS FINDINGS
Q2 Iny o u r opinion,whati s thereasonmakeempl oyeeshavejobstressandleftthejob?
What is the most importantreason?
MrC “Therearemanyreasonsleadingtoheavyjobstressinsa lesmanandmakethemleavethecompany.First,b e c a u s e theira b i l i t y o r characteristicisnot suitableforsales,maybethere’ssomethingwrong inrecruitment.Then,leadershipstyleisonetheim portantfactor,Itmaycomefromlackofrecognitio n,treatunfairo r overloadspecificemployee.Itsho uldbeaj o u r n e y toimproveandmakeachange.
Everythingcouldbethereason,basedo n th eaimandcontextofemployees,soIthinkit’ snotthemostimportantreason.arecurre ntlytaking” ability orcharacteristi cn o t suitablefo rs a l e s leadershipstyle
Not approciatea b i l i t y or advantageLackofs ki l l an d knowledg e
MrsA “Inmyopinion,somereasonscanleadtotheh a v i n g j obstressmightbethelackofskillandknowledg e ,th eydon’thaveenoughabilitytogettheKPI” lackofskillandkn owledge
Mr T's Mybranch has three sales teams, but each member is tasked with various roles beyond sales Over time, this has led to independent work, resulting in team members feeling overwhelmed by responsibilities outside their strengths It became clear that only half of the team excels in communication and networking, which are crucial for sales Meanwhile, some members are skilled in analysis and risk management, preferring to focus on numerical tasks and paperwork after deals are closed Additionally, junior team members struggle with building relationships and finding customers.
Ifeeltheyarereallydifficultandhavestressbecau setheywereworkingintheworkareatheyd o n ’ t havethe advantage. overloadbecaus e ofdoingwhatthe yarenotgoodat difficult and have stress becausetheyw ereworkingin t heworkareatheyd on’thavetheadv antage.
Ithinkthemostimportantreason,employeeha ve stressbec ausetheyarechoseninthewrongposition,theirabilityan dcharacteristic wrongp o s i t i o n , theirabilityan d
Work–lifeconflict isnotappropriateandhaveoutsidepressurefromfamil yandfriend characteristic isnot appropriate MsTh
Ithinkthemoststressofsalemansistimepressuretoac hievetheKPIsandfamilypressurebecausewehavetowork overtime,sowecannotbalanceworkandlife time pressure,my familypressur e,balance
To enhance employee effectiveness, it is essential to assign them to suitable roles while offering flexible working hours and locations, along with comprehensive training and coaching The Board of Directors is considering restructuring the sales team in branches into two specialized groups: one focused on customer relationships to attract clients, and the other dedicated to credit services, which will assist customer relationship teams in finalizing credit proposals, including financial analysis, risk management, and necessary paperwork throughout the process.
“T r a i n i n g i s r e a l l y i m p o r t a n t , ifpeop le d o n o t haveenoughknowledge a n d s k i l l t h e y canaccomplisht hesalegoalsustainable.E s p e c i a l l y forfreshsaleman,whodon o t havelargen etwork.Customerwillbelieveintheman whohavethegoodknowledgeandskilltoco nsult
Specializationi n customerrelation shipandcredit serviceTraining isreally import
A significant majority of individuals believe that placing the right people in the appropriate jobs is essential, with a focus on aligning specialization with employee strengths Consequently, the HR department should implement methods to assess candidates' abilities, guiding branch managers in the recruitment process and ensuring suitable placements In finance, employees who participate in training and coaching programs can enhance customer engagement and alleviate stress related to key performance indicators (KPIs) However, attending training sessions in cities like Ho Chi Minh, Da Nang, or Hanoi can be challenging for employees from rural areas, who often require knowledge and skills the most Therefore, alternative methods should be suggested to improve employee knowledge and skill development.
Thentheysaidtraini ngisimportantbut coaching,mentorin ga n d sharingfroml ine- managerwillbe m or eeffective.
Working time schedule withflexibility area lsom en ti o n ed a s a solutionc ould b e c onsidered.
MrT “Idon’twantthemleaveOCB,thereforetokeepth e tea mworkeffective,Ihavealreadydividedeveryt e a m i n t o s o m e s m a l l e r groupsandrearrangethe workforeachpeople.Thesharkgroupisinclude peoplewhoareexcellentinfindingcustomeran dbringcustomertoOCB,b e a r groupisincludepeoplewh oareexcellentin
“Ithinkworkingtimeandworkplacefl e x ib i l i ty maybeconsideredb u t need tosuitableineachgroup.Forshark gro upasImentionedbefore,theyarei n c h a r g e i n customerrelationship ,theyneedtheflexibletimetohavecall, meetingcustomers.
Dividedeveryt eamintosomes mallergroupsan drearranget h e workforeachp eoplebased o nability analysisandevaluationcustomer,newbiesgroupi s i ncludethejuniorpeoplewhoareorderedtorotateand helpbothteamtoenhancetheskillsand knowledge
.Tobehonest,Ichangethewayt o managetheKPIsf oreachpersonandteam.Basedonthenewarrangeme ntwork,notfollowtheinitialjobdescriptionandmakethe
KPIsfort e a m andgettherewardofteam.Peoplewor ktogethertoaccomplishthemutualKPIsandc o u l d showoffwhichtheyaregoodat.
Weworkasthiswayforover6monthsandnowpeoplewil lbemorehappybecausetheycouldaccomplishthe workintheworkingtimeandnon e e d toworkovertime morelikebefore.”
IusedtobesalemanandIknowthatandal mostthetime,thesalemanneed tog oout,meetingcustomers.However,for thebeargroup,whoareinchargeinfinanci alanalysis,creditp r o p o s a l andrisk management,theyneed tobe inthe office andin thesametimeframewithanotherinbackoffice todealwithtransaction…
A b o u t training,s o m e o f mynewe mployeequitjobbecauseof lackknowledge abouttheprocess, riskappetitea n d stressbecausetheirloana nd credit proposal continuousrejected by the board of riskmanagement So I think it isne ce ssar y tohold theon- boardandon- andadvantag eofemployee.
Workingt i m e andw o r k p l a c e flexibility maybeconsi deredbutn e e d t osuitableine achgroup
OCB allocates significant resources to training classes, yet only a fraction of employees can actively participate and fully grasp the material Sales roles require a diverse set of skills and knowledge, but due to budget constraints, training sessions are limited to monthly and quarterly offerings Research indicates that only 10% of knowledge is acquired in formal classes, with the majority learned through on-the-job experiences and guidance from managers Therefore, I believe that coaching from line managers and peer support will be more effective in developing employee skills However, it will take time to cultivate the coaching abilities of line managers across our 110 units.
We prioritize healthcare and travel programs annually to demonstrate our commitment to employee well-being Unlike private companies or marketing agencies, banks, including the State Bank of Vietnam, typically have fixed working hours and require employees to be present in the office for credit proposal activities due to risk management concerns However, this structure can also lead to cost advantages Therefore, I need to carefully evaluate working time and workplace flexibility Providing acceptable timeframes and fostering a supportive environment among colleagues will enhance effectiveness and make the transition more convincing Ultimately, more time is needed to consider employees' responsibilities in choosing their working conditions.
Mrs X has worked at OCB for 10 years and acknowledges the high turnover rate of sales personnel; however, she successfully manages to control it within her branch Understanding the challenges and stress faced by employees, she has implemented effective solutions during her tenure Firstly, selecting the right candidates and assigning them suitable tasks based on their abilities is crucial Additionally, she proposes that each employee should have a mentor to guide them in career orientation and necessary skill development, which helps ensure job satisfaction and highlights the meaningfulness of their current roles.
“Itisnotdeniedthatimproveknowledgeandskillo fsalemanisgoodidea.Inmycase,Ilovet o attendthecl assbutittakesalotoftimeandIalwaysgetthephonecall fromcustomerorstafftoaskabouttheproduct,thesale deal.Icouldnot
00atthemorning,ItishelpfuliftheOCBcoul dgivemethe itismoreusefulifo nlytrainings omeofreallyn eedtoattendth eclass,t h e preventthisandsometimethetrainingclassisfarandaftert heclassIhavethemeetingwithcu st om er a ndsomethinglikethat.Althoughthet r a i n i n g classish elpful,butIcouldnotfocus100% inclassandthesa mewithmystaff.SoIt h i nk s that,itismoreusefulifonlytrai ningsomeo f r e a l l y n e e d t o a t t e n d t h e c l a s s
Having a supportive line manager can significantly enhance a salesperson's experience, as they can share valuable knowledge and strategies to manage stress effectively As a fresh salesperson, I benefited greatly from my manager's expertise, which helped me navigate challenges Now, I facilitate internal sharing sessions for our sales team, fostering a positive attitude and encouraging continuous improvement Additionally, having the flexibility to choose my work schedule allows me to balance personal responsibilities, such as cooking breakfast or taking my daughter to school, while also sharing household duties with my husband This autonomy in managing my time not only boosts my productivity but also contributes to a more harmonious work-life balance.
Group2:SalemanswhoalreadyleftOCBCompany
QUESTIONS PROBE/PROMPT KEYPOINTS FINDINGS
Thankyouforyouracceptancetophoneintervieww i t h metoday.ThepurposeofthismeetingIhavementioned in invitation,soIwillstarttheconversationtosaveyo urtime.
3years,t h e workingenvir onmenti s n o t goodenoug hforme.Idon’thaveo pp ortu n i ty todeveloporp r o m o t e
Comparedwith OCB,c ould youshares ome ad vantages/goodp o i n t o f t h e ne w j o b / n e w organizationyouparticipated?
PROMPT:workload,time,s alary, developmentopportunity…
PROBE:Besidest h o s e a bovereasons,couldyouple asesharemeifotherrea sons?
Second,Iworkwithmymanagers,co- workers,a n d Ireceivethecommentsorjudgments fromthem,thecommentsandassessmentarecorrec tandgoodformetodevelop.Ithinkthatthisisverygoodforan ewsalesmanlikeme.
Finally,Thew o r k i n g t i m e i s veryf l e x i b l e , f o r e xa m p l e , youcancometotheofficeabitlate,and youcanstayabitlateintheevening,thetimingisv eryflex ible.
, sothekindofjobisdifferent,Iliketothatk indofjobthan salemaninbankbecauseIliketoanalysisa n d d o n ’ t l i k e t o goo u t t o meetingcustomer
Ms.L: Inthenewplace,therearethespecializationsino u r w orkdistribution.Myteamhadenoughthepeople f o r e v e r y p o s i t i o n , s o t h e taskw o r k smoot hly,Idon’tneedtocoveralotofworkandw o rk overtimean ymore.Moreover,Iamassigned
Work distribution,specializ ation, enoughemployeeN o t workovertime whatI a m r e a l l y goodat,i n s t e a d o f a l o t o f u nnecessary workasbefore.IfeelIgrowupincar eereveryday”
Myjobnowisrelatetoadministration.Becausethes a l a r y i s n o t basedo n t h e s a l e revenueanymore,b utIsatisfiedwithcurrenti n c o m e Id o n ’ t hav etobeworryaboutKPIofsalewhichmakemysalaryu panddown.
Q2 Couldy o u p l e a s e sharew i t h meo n e o f t heth ingsthatyoufeelreallyunsatisfiedwhenyoud e a l wit hengagementintheOCBthatyoumayth ink of?
Mr.H “Icouldnotfoundtheopportunitytopromotion.IfI applyfornewor ganization,mypositionwillbehigherandmyincome willhighertoo.”
MrsTr: Besidethepaperworkatcompany,Imustgooutt o wit hthecustomeruntilthenight,goforadrinkwit h them.Idr ankeveryday,feltverytiredandh a d notimetocareform yfamily.Aftermarriage,
, financialanalysisandpaperwork.Istartwork in8ambutt heendcouldbe8pmwithnoovertimeallowance.Som etimeIneedtogooutford r i n k withcustomerafter5pm.Myh usbanddon’tlikeitandadvisemetoleave.
Even,someofmyfemalecolleagueshadthesamesituati on.Oneday,IrealizedthatIneedtochangemyjobtoprotect myhealthandcareformyfamily.
8am,8pmgohome, Imusthavedinnerabout9pmanditr eplayse v e r y day.Ithinkthatisveryharmfulfo rmyhealthandIhavenotimeforshoppingandgoingcoffe ewithf r i e n d s , e ve n lackof ti me fo rt he famil y,boyfriends.”
Thes a l a r y d o e s n o t increasebutt h e t a r g e t increasesquickly.Wagesbasedonthelevelofcom pletionofbusinesstargets,soifanyonecannot
Salaryisincreasenote noughthework meetthesalaryislow,evennotenoughforlivingcost.Last yearthetargetofcapitalmobilizationw a s 2.4billionVN
5billion.Nootherwaytoaccomplishthis,Iworkedforban knearly6m o n t h s andlesscustomerrelationshipsoIha vetom a k e useofeveryrelationshipfromyourfamily,f riendsandaskthemtointroducenewcustomers.T h i s wor kisveryrisky.IfIadheretotheprocessp r o p e r l y corre ctly,itwillbeverydifficulttohaveq u a l i f i e d custome rs.IftheKPIisnotconsecutiveforseveralmonths,mana gementwillpunishandIm a y bedismissed.
Couldyoupleasetellmeth ed e t a i l s a b o u t t h e rea sonthatyouhavejustment ioned?
Mr.H Iwanttochangemyworkenvironmentandfindot he r op portunitytopromoteanddevelopmyself
Workload theyaremarriage.Therearemanypressuretom a k e Bankingsalemangetstress,theworkload,thetimepr essureandespecially,thework- familyconflictasmycase.
APPENDIX
Description Unit Unitcost Quantity Estimate cost Notes
BranchmanagersinOCBaboutthestructur einsaleteamtoredesigntheJDwhichismore effective. interviewt o u r / area 5,000,000 3 15,000,000 3daysBusinesstripcostforoneinterviewer(airline,hotel)
0million/class) training class 11,000,000 3 33,000,000 3daysBusinesstripcostfor2trainerandorganizingcost
Purchasetheaptitudetestbankfromo u t s i d e testacco unt 1,400,000 110 154,000,000 Averagecost/testaccountis39.99GBP+VAThttps:// www.assessmentday.co.uk/buy/aptitudetest_buy.htm
Description Unit Unitcost Quantity Estimatecost Notes
The formal training cost for the comprehensive training roadmap of 3,500 salesmen next year is projected to be approximately $7 billion, with an average investment of $2 million per salesman This initiative aims to enhance the skills and effectiveness of the sales team, ensuring better customer relationship management For more information, visit the course page at https://ub.edu.vn/courses/huan-luyen-nghiep-vu-ngan-hang-vi-tri-quan-he-khach-hang-eb.
Coachthecoachprogramforbran chmanagerin3areaandthenbranch managerwi ll coachf or n e w a n d currentemployee person 6000000 110
660,000,000 http:// c o ac hin gsk ill s.v n/ g i a i - phap-quan- l y-cap- tr ung
Onlyo p e n trainingclassest o u pdatethebankingproductornewr u l e in3area(5module*3coursef o r everyarea.) course 11000000 45
[ O n l i n e ] ; 2 0 1 7 [ c i t e d 2 0 1 7 111 A v a i l a b l e f r o m : h t t p s : / / www.ocb.com.vn/vi/gioi-thieu.html.
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