PROBLEM IDENTIFICATION
Problem conceptualization
The Bank for Investment and Development of Vietnam JSC (BIDV), with a rich history spanning 58 years, has played a crucial role in Vietnam's economic development In 2015, BIDV marked a significant milestone by transitioning from a state capital institution to a commercial bank operating on market principles Over the past two decades of reform, BIDV has achieved remarkable growth, establishing itself as one of the two largest banks in Vietnam's banking system.
Established on December 1, 2005, BIDV Tan Binh Branch aimed to enhance the Bank's network in key southern economic areas, becoming the eighth BIDV branch in Ho Chi Minh City In January 2008, it was renamed Branch Commercial Bank for Investment and Development of North Saigon Over a decade, the branch grew from 48 employees and 6 departments to over 140 employees across 16 departments, including 4 transaction offices in Tan Binh, Go Vap, and District 10 BIDV North Saigon successfully expanded its network by establishing the new Tan Binh Branch and supporting the merger of Mekong Housing Bank branches in 2015.
In June of 2015, the branch received Tan Son Nhat transaction office (now renamed to Nhat Tao transaction office) from the bank MHB, which was merged to
In April 2015, BIDV established its retail operations, which by December 31, 2015, included an Individual Customers department and four transaction offices situated in Tan Binh district, Go Vap district, and district 10 The retail team consisted of 69 employees, making up 42% of the branch's total workforce This young and dynamic group is well-equipped with operational knowledge, aligning perfectly with the demands of the business environment.
In 2015, retail operation of the branch was structured with 5 departments as the diagram below:
Figure 1 – Retail operation structure of BIDV North Saigon branch
ICT Dept Individual Customer Transaction Department
IC Dept Individual Customer Department
Cong Hoa transaction office, Go Vap transaction office, Nhat Tao transaction office
TR team Tax Refund team: The team works inside the
International Terminal – Tan Son Nhat International Airport, which
Table 1 – Retail departments name abbreviation
Retail banking, also referred to as consumer banking, focuses on providing financial services to individual consumers rather than businesses or corporations Key services include savings and transactional accounts, mortgages, personal loans, debit cards, and credit cards This term differentiates retail banking from investment, commercial, and wholesale banking, and it can also denote a specific division within a bank that caters to retail customers.
Retail banking lacks a precise definition, but it is generally understood as the provision of financial products and services to individuals, households, and small businesses This sector focuses on delivering services through a network of branches and transaction offices, while also offering direct access to banking products via electronic and telecommunications channels.
Vietnam, with a population of approximately 90 million and rising incomes, represents a promising market for commercial banks The anticipated growth in this market is driven by increasing incomes and the expansion of diverse enterprises As commercial banks shift their focus towards retail banking, they aim to enhance access for individual clients and small to medium-sized enterprises This transition not only opens up larger market opportunities but also fosters potential growth while diversifying business risks.
In recent years, retail banking has emerged as a key focus for commercial banks in their development strategies In line with this trend, BIDV has implemented a well-structured strategy to enhance its retail banking operations, ensuring a cohesive approach from headquarters to branches As a result of this strategic initiative, BIDV experienced significant growth in scale, efficiency, and quality in its retail banking operations between 2013 and 2015 According to an internal report from BIDV in 2015, these efforts led to remarkable advancements in their retail banking performance.
From 2013 to 2015, BIDV upheld its position as the leading retail bank in Vietnam, achieving a retail banking scale of 495 trillion VND The bank also demonstrated significant success across various key retail banking metrics during this period.
In 2015, retail capital mobilization reached 355 trillion VND, marking a 1.7-fold increase from 2013 This significant growth positioned BIDV as the leading commercial bank in Vietnam for retail capital mobilization.
- Retail Loan outstanding in 2015 was 140 thousand billion VND, increasing 2.4 times in comparison with 2013, which made BIDV have the most loan outstanding among comercial banks in Vietnam.
- Retail Profit in 2015 was 8.6 thousand billion VND, increasing nearly 2 times after 2 years, average growth in 2013-2015 period was 33%.
The retail operations of the BIDV North Saigon branch have demonstrated inefficiency when compared to the overall BIDV system and other branches within the Ho Chi Minh City region, highlighting a need for improvement in performance.
Inefficient in comparison with entire BIDV system
From 2013 to 2015, BIDV North Saigon experienced significantly lower average growth rates in key retail metrics—Retail Loan Outstanding, Retail Profit, and Number of Retail Customers—compared to the overall BIDV system Detailed figures are presented in the accompanying table.
Entire BIDV system BIDV North
Table 2 – Comparison on average growth of retail criteria 2013-2015 between
Entire BIDV system and BIDV North Saigon branch.
Besides, about the proportion criterias, BIDV North Saigon branch is also at a low level in comparison with entire BIDV system:
Entire BIDV system BIDV North
Table 3 – Comparison on retail proportion of retail criteria between Entire BIDV system and BIDV North Saigon branch.
The retail operations of the BIDV North Saigon branch are diverging from the overall trend of the BIDV system, which is focused on enhancing and expanding retail banking services.
Inefficient in comparison with other branches in Ho Chi Minh City region
The performance of retail operation in the branch is also not satisfactory in comparison with other BIDV branches in Ho Chi Minh City region on many criteria:
At the end of 2015, retail capital mobilization of BIDV North Saigon was 2,628 billion VND, ranking 7 th among 15 BIDV branches (excepting MHB merged in 2015) in
Ho Chi Minh City region Besides, capital mobilization (CM) per retail employee in
2015 was 46.11 billion VND, ranking 13 th among 15 BIDV branches in Ho Chi Minh City region, whereas the average CM per retail employee in the region was 62.62 billion VND.
The retail contribution margin (CM) constituted only 27% of the total CM, placing it last among 15 branches in the region In contrast, the regional average for this proportion was 53%, indicating that retail CM typically represents over half of the total CM in the area.
13 the region With those figure and comparison, it can be seen that retail CM operation in BIDV North Saigon branch is quite ineffective.
Ranking among 15 branches in HCM city region (excepting MHB branches merged in 2015)
Table 4 – Comparison on Retail Capital Mobilization between BIDV North Saigon branch and other branches in HCMC region
Ranking among 15 branches in HCM city region (excepting MHB branches merged in 2015)
Table 5 – Comparison on Retail Loan Outstanding between BIDV North Saigon branch and other branches in HCMC region
In 2015, the branch's loan outstanding (LO) per retail employee was 12.7 billion VND, placing it 11th out of 15 branches in the region and falling short by 2.67 billion VND compared to the regional average Additionally, the retail LO to total LO ratio was only 8%, ranking the branch 14th among its peers Furthermore, the branch's retail loan outstanding growth rate from 2013 to 2015 was among the lowest in the region.
Ranking among 15 branches in HCM city region (excepting MHB branches merged in 2015)
Table 6 – Comparison on Retail Profit between BIDV North Saigon branch and other branches in HCMC region
In 2015, the Retail Profit (RP) per retail employee at the BIDV North Saigon branch was 1.09 billion VND, placing it 9th out of 15 branches in the Ho Chi Minh City region, excluding the MHB branches that merged that year Additionally, the branch had a Retail RP to Total RP ratio of only 21%, significantly below the regional average of 36%, ranking it last among its peers.
Problem Identification
To identify inefficiencies in retail operations at the BIDV North Saigon branch, interviews were conducted with key staff members involved in retail activities The interviewees included Mrs Hien, the Deputy Director of Retail Operations, responsible for the branch's overall retail strategy; Mr Hai, the Head of Individual Customers, who oversees the deployment and enhancement of retail products; Mrs Ngan, the Head of the Nhat Tao transaction office, focused on retail development in District 10; Mr Hung, a former retail employee; and Mrs Thuy, the Head of Human Resources, who manages recruitment and human resource issues across all departments, including retail The interview questions and transcripts are detailed in Appendix 1.
Interviews revealed varied opinions on the inefficiencies affecting retail operations at the branch compared to others in the region Key issues identified by interviewees included emotional exhaustion among staff, ineffective business processes, and an inappropriate recruitment policy, all of which contribute to operational challenges.
In an interview, Mrs Hien attributed the inefficiency of retail operations to the emotional exhaustion experienced by employees Research by Cordes & Dougherty indicates that employees suffering from emotional exhaustion struggle to perform their tasks effectively, leading to poor service delivery Mrs Hien observed that retail employees often arrived at work looking tired, with tellers frequently failing to smile and displaying a lack of enthusiasm during customer interactions Despite her warnings to address this issue, there has been no improvement Bozionelos et al further noted significant interaction effects between emotional work, emotional exhaustion, and work attitudes Consequently, the branch has faced numerous customer complaints regarding the behavior of retail employees, particularly tellers Additionally, Mrs Hien highlighted the poor relationships among employees and between staff and management, contributing to an uncomfortable work environment She concluded that the low morale among retail employees is likely a result of their challenging working conditions and emotional fatigue.
Mrs Thuy, the Head of the Human Resource department, shares Mrs Hien's concerns regarding the emotional exhaustion of retail employees She has observed that these employees often arrive at work in a bad mood and are quick to anger during conflicts with colleagues Signs of fatigue are evident, with some employees even sleeping at their desks Additionally, statistical data reveals that retail employees have a higher average number of absentee days compared to other departments, such as wholesale and internal management This indicates a significant emotional struggle among retail staff, negatively impacting their performance and efficiency relative to other BIDV branches.
In a recent interview, Mr Hung, a former employee of the Individual Customers department, shared his reasons for leaving the job, highlighting high work pressure, stagnant benefits, and lack of recognition as contributing factors However, he emphasized that the toxic working environment was the primary reason for his departure Mr Hung expressed difficulties in building relationships with his coworkers, whom he described as selfish and unsupportive Additionally, he felt neglected by his leader, who frequently reprimanded him despite his hard work to meet targets This emotional stress ultimately led to his dissatisfaction and decision to resign from the branch.
Mrs Ngan, Head of the Nhat Tao transaction office, highlighted the negative impact of BIDV's current work processes on retail employees She noted that the existing procedures are illogical, leading to confusion among staff For example, retail credit employees are burdened with completing and notarizing credit documents, leaving them little time to attract new customers This backlog often results in customer complaints, increasing stress for employees In contrast, other banks have dedicated departments for document processing, allowing their employees to focus on customer acquisition and reducing workplace stress Additionally, Mrs Ngan pointed out that BIDV's outdated information technology system prolongs customer transactions and increases manual tasks, ultimately pushing retail employees beyond their limits.
Mr Hai, the Head of the Individual Customers Department, highlights weaknesses in the branch's recruitment policy, noting that it adversely affects employee performance Research by Rafii et al supports the link between recruitment practices and employee effectiveness, while Patimah emphasizes that a strong recruitment program enhances employee commitment, productivity, and overall work quality Mr Hai points out that some retail employees are hired based on personal relationships rather than qualifications, leading to customer complaints regarding their attitudes and product knowledge This situation hampers their ability to meet the department's objectives Despite inadequate performance, employees face only salary reductions as punishment yet remain in their roles, exacerbating inefficiencies within the retail department Consequently, Mr Hai asserts that recruitment policies directly impact the performance of retail operations.
Interviews with employees across various departments involved in the branch's retail operations have identified key issues contributing to inefficiencies The summarized potential problems are outlined in the table below.
Emotional exhaustion of retail employees
Mrs Ngan Bad business process
Mr Hai Inappropriate recruitment policy
Table 7 – Summary of opinions on potential problems in retail operation at BIDV North Saigon branch
To generalize the cause-effect relationship between negative symptom happening in retail operation and potential problems detected, initial cause-effect map was set up:
Figure 2 – Initial Cause –effect map
An interview with Mr Thuy, the Head of the Human Resource Department, was conducted to identify issues within the retail operations of the BIDV North Saigon branch The discussion focused on assessing the feasibility of implementing changes that align with the branch's existing resources and overall objectives.
Mrs Thuy highlighted that the issue of bad work processes is not only prevalent in retail operations but also affects wholesale and internal management operations across various BIDV branches This challenge is systemic, as all branches adhere to the same operational procedures established by BIDV Headquarters, making it difficult to implement changes swiftly Consequently, the bad work process should not be viewed as the primary cause of inefficiencies in retail operations.
Mrs Thuy argues that the inappropriate recruitment policy is not the primary cause of inefficiencies in the branch's retail operations She highlights that over 80% of retail employees hold degrees from prestigious economic universities in Vietnam, with more than 90% achieving graduation marks above 7.5 on a 10-point scale Furthermore, these employees are required to participate in training courses aimed at enhancing their knowledge and skills, such as communication and product information training To ensure effectiveness, employees are tested after each training session.
To ensure optimal performance, all employees are required to master the knowledge provided in training courses and take an "Ability Test" every two years, which they must pass to renew their labor contracts Underperforming employees may be reassigned or even terminated based on leadership recommendations Mrs Thuy believes that the inefficiency in retail operations is not due to the branch's recruitment policy, as employees typically possess strong educational backgrounds and are adequately trained to meet job requirements.
As a result, both Bad business process and Inappropriate recruitment policy should not be considered the main problem that leads to inefficiency of retail operation.
Mrs Thuy highlights that the primary issue affecting the low working spirit among retail employees stems from negative emotions in the workplace She presented compelling data indicating that retail employees took an average of 7.6 days off in 2016, compared to just 5.6 days for employees across other sectors Additionally, research by Schaufeli et al established a link between emotional exhaustion and the length of sick leaves, further supporting her claims.
Operation Number of employees Average day-off
Operation Number of employees Average day-off
Table 8 – Comparison on number of day-off between retail employees and employees from other operation in the branch.
In recent years, the retail sector has experienced a significant increase in employee turnover, with rates soaring to 80% in 2015 Research by Wright et al indicates that emotional exhaustion is a key predictor of voluntary turnover among retail employees.
Mrs Thuy identified that retail employees often struggle with relationship issues among coworkers, creating an intangible barrier that fosters a tense work atmosphere This negative environment adversely affects their emotions, leading to a lack of enthusiasm Therefore, it is crucial for the branch to prioritize addressing the emotional well-being of retail employees, as this is a key issue that needs resolution According to the literature review, the primary challenge faced by retail operations is termed “emotional exhaustion.”
Problem definition
Emotional exhaustion occurs when employees perceive their job demands as exceeding their available resources, leading to feelings of emotional and physical depletion (Maslach et al 8; Lee et al 9; Wright et al 10) This condition is frequently linked to workplace incivility, resulting in emotional helplessness and diminished emotional resources (Maslach et al 10) The consequences of increased emotional exhaustion are detrimental, contributing to heightened work stress and decreased job satisfaction, ultimately affecting both employee and organizational outcomes (Wright et al 7) Furthermore, Bakker et al 11 noted that emotionally exhausted employees may experience health issues, question their job's significance, and exhibit higher turnover intentions, which can severely impact their performance and lead to significant challenges within the organization.
Problem existence
To assess the issue of emotional exhaustion among retail employees at the BIDV North Saigon branch, a questionnaire was distributed to gather their opinions and attitudes This emotional exhaustion was evaluated using the nine-item component of the Maslach Burnout Inventory, developed by Maslach et al The survey utilized a Yes/No format for responses (see Appendix 3 for details).
1 Do you feel emotionally drained from your work?
2.Do you feel used up at the end of the workday?
3.Do you feel fatigued when you get up in the morning and have to face another day on the job?
4.When working with people all day, do you feel it is really a strain for you?
5.Do you feel burned out from your work?
6.Do you feel frustrated by your job?
7.Do you feel you’re working too hard on your job?
8.When working with people directly, does it put too much stress on you?
9.Do you feel like you’re at the end of your rope?
The survey was conducted at the BIDV North Saigon branch and several selected BIDV branches in the Ho Chi Minh City region, including the Saigon, East Saigon, and Nam Ky Khoi Nghia branches, all of which have been in operation for a comparable duration to the North Saigon branch.
A recent survey conducted at the North Saigon branch revealed that 61% of retail employees reported experiencing emotional exhaustion, affirming their struggles across all nine survey items In contrast, the survey results from other branches indicated significantly lower levels of emotional fatigue among employees, highlighting a concerning trend specific to the North Saigon location.
Number of retail employees attending the survey
Percentage of employees answering “Yes” for all 9 items of the survey
Table 9 – Result of emotional exhaustion survey in BIDV North Saigon branch and some other branch
To investigate the issue of emotional exhaustion, a survey by Maslach et al was utilized, focusing on four key questions Interviews were conducted with four retail employees from various branches: Ms Trang from the Individual Customers department, Mrs Tim, Vice Head of the Nhat Tao Transaction office, Mr Dung from the Go Vap Transaction office, and Ms An, a retail teller in the Individual Customers transaction department.
Due to the limitation of time, there are just 4 of 9 questions from the survey was chosen to conduct interview, including:
- Question 1: Do you feel emotionally drained from your work?
- Question 2: Do you feel used up at the end of the workday?
- Question 3:Do you feel fatigued when you get up in the morning and have to face another day on the job?
- Question 4: When working with people all day, do you feel it is really a strain for you?
The interview results reveal a strong connection among all participants regarding the issue of "emotional exhaustion." For a detailed analysis of these findings, please refer to Appendix 3.
A recent survey and interviews reveal that retail employees are experiencing significant emotional exhaustion This issue will be explored further to identify effective solutions for alleviating this concern.
Importance of the problem-consequences and the validation
To address the significance of emotional exhaustion, a series of questions were developed based on existing literature and definitions These questions were designed for interviews with retail employees at BIDV North Saigon to assess the impact of emotional exhaustion in the workplace.
An interview was conducted with four retail employees from various departments: Mr Huy and Ms Trang from the Individual Customers Department, Ms Tim, the Vice Head of the Nhat Tao Transaction Office, and Mr Trong from the Cong Hoa Transaction Office The details of the interview questions and the responses from the interviewees can be found in Appendix 4.
Research indicates that four key factors negatively impact employees and contribute to inefficiencies in retail operations: low job satisfaction, poor performance, work-family conflicts, and declining mental health.
Emotional exhaustion significantly impacts job satisfaction, as highlighted by Wright et al According to Clark et al., job satisfaction directly reflects the utility an employee derives from their role Verhaest et al further noted that decreased job satisfaction can lead to reduced individual productivity Interviews revealed that participants expressed dissatisfaction with their current jobs, particularly regarding salary and workplace relationships, resulting in feelings of boredom and a lack of motivation to excel in their positions.
Staff members experiencing emotional exhaustion struggle to complete tasks effectively, leading to poor performance in service delivery, as noted by Cordes et al Interviewees reported frequent lapses in focus and increased errors in simple tasks, largely due to a negative workplace environment This exhaustion often results in a lack of motivation and health to perform their jobs Furthermore, statistical data indicates that the performance of retail operations at the branch is significantly less efficient compared to the overall BIDV system and other branches in the Ho Chi Minh City region.
Research by Demerouti et al and Hall et al highlights a cyclical relationship between work-family conflicts and emotional exhaustion, where conflicts contribute to exhaustion, which in turn leads to further conflicts Greenhaus et al define work-family conflict as the difficulty of engaging in family roles due to work demands Interviewees, including Mrs Tim, report frequent family issues stemming from long work hours and the necessity of working during days off, leaving them with insufficient time to relax or care for their families This imbalance often results in arguments over the need for more family time, illustrating how job commitments hinder the fulfillment of family obligations and create ongoing conflicts between work and home life.
Research by Ramirez et al indicates that emotional exhaustion significantly impacts mental health, leading to increased stress and symptoms such as headaches among retail employees Participants reported a higher frequency of healthcare service utilization and increased spending on these services Additionally, many interviewees struggle with sleep issues, with a notable prevalence of insomnia among retail workers.
Causes of problem and the validation
Emotional exhaustion in retail employees stems from various identified causes, derived from prior interviews and existing literature To further validate these causes, targeted questions were formulated and subsequently used in interviews conducted with employees at the branch (Refer to Appendix 4)
Performance appraisal bias from leaders
Inaccurate performance appraisals can lead to employee dissatisfaction, as highlighted by Jawahar Moers emphasizes that bias in these evaluations complicates personnel decisions, such as promotions Consequently, performance appraisal bias from leaders can diminish retail employees' motivation and negatively impact their emotions Interviews with retail employees reveal that they feel their efforts and contributions often go unrecognized by their leaders Furthermore, Bennis et al assert that team leaders have the power to influence their team members' behaviors by promoting and supporting their competencies.
In an interview with Mrs Thuy, the Head of Human Resources, it was revealed that the retail leaders at the branch lack the necessary responsibility to effectively manage their departments She noted that their bureaucratic mindset, stemming from their experience in a state-owned enterprise, hinders their ability to propose strategic business development initiatives Consequently, this approach has stunted the growth of the retail department, leaving employees feeling demotivated and without clear direction to meet business objectives.
Work overload significantly contributes to emotional exhaustion among employees, as highlighted by Karatepe According to Parasuraman et al., it refers to the overwhelming perception of work demands, where individuals feel they have too much to accomplish within limited time Iverson et al further define work overload as excessive job performance requirements Dormann et al identify various symptoms of work overload, including stress, headaches, sleep issues, irritability, and low job satisfaction Interviews with retail employees reveal that they frequently experience headaches and frustration with colleagues due to workplace pressure Additionally, these employees often work late into the night due to their heavy workload Compounding the issue is the inadequate information technology system at BIDV, which forces retail employees to manually prepare reports at the end of each month or quarter, unlike many other banks in Vietnam that utilize automated reporting systems.
Coworker incivility, as identified by Laschinger et al and Sliter et al., can significantly contribute to emotional exhaustion among employees Pearson et al describe this incivility as deviant behaviors with unclear intentions to harm, such as failing to use polite language or ignoring colleagues Interviews with retail employees reveal frequent experiences of rudeness during conflicts and a lack of supportive communication from leaders, who sometimes resort to shouting at staff for mistakes or unmet targets Furthermore, instances of unreciprocated greetings, like a colleague not responding to a simple "hello," exacerbate stress levels among retail employees, leading to heightened emotional fatigue.
The interviews revealed that while working overload contributes to the emotional exhaustion of retail employees, it is not the primary cause Performance appraisal bias stemming from BIDV's lack of a KPI system also plays a significant role, a challenge faced by many branches in the region that cannot be resolved quickly Notably, most interviewees identified coworker incivility as the main contributor to emotional exhaustion, highlighting it as a critical area to address in order to find solutions to the central business problem.
Figure 3 – Final Cause-effect map
SOLUTION
Proposal of solution
To address the root cause of coworker incivility, interviewees proposed four key solutions: implementing skill training courses for retail leaders, establishing a Branch Code of Conduct, organizing extracurricular activities, and facilitating periodic collegial conversations within each retail department.
Creating skill training courses for retail leaders
Chakrabarty et al emphasized the importance of sales managers being skilled in coaching their sales teams to achieve success Honeycutt et al highlighted that the capacity to deliver effective supervisory feedback is vital for enhancing sales force productivity, indicating a need for targeted training for sales managers Additionally, adopting a long-term strategy for training and retraining can enhance the effectiveness of experienced managers This training should focus on coaching sales managers to build upon their existing knowledge, particularly through teaching pattern recognition.
Research indicates a strong link between increased training budgets and enhanced productivity and profits, highlighting training as a crucial investment in human capital Mrs Ngan, Head of Nhat Tao transaction office, suggests implementing skill training courses for retail leaders, focusing on fostering positive relationships with subordinates These courses will teach leaders to approach employee errors with understanding rather than frustration, promote stress reduction, and cultivate a positive work environment Additionally, retail leaders will learn conflict mediation techniques Training sessions will occur quarterly, featuring experienced speakers such as board members and successful CEOs, who will share valuable insights to improve retail management effectiveness.
Issuing Branch Code of Conduct
Mrs Hien, Deputy Director of Retail Operations, emphasizes the need for a Branch Code of Conduct to establish internal culture and behavioral principles among employees and leaders Research by Dubinsky et al and Nwachukwu highlights that a written code helps staff understand their responsibilities and expected behaviors, facilitating the achievement of organizational goals This code will serve as a common reference for stakeholders, clarifying expectations and regulating standards of conduct within the branch It aims to foster respect among employees and leaders, ensuring an equitable working environment and promoting sustainable growth for the branch.
Coworker incivility occurs during interactions between employees, leading to misunderstandings due to insufficient communication To mitigate this, Mr Hai, Head of the Individual Customers Department, suggests organizing extracurricular activities that foster connections among employees and enhance their understanding of one another and their leaders Proposed activities include soft skills training and team-building exercises in local parks or remote locations Research by Ardahan et al highlights the advantages of outdoor activities, such as improved group dynamics, increased self-confidence, and enhanced decision-making and responsibility.
Developing essential skills can significantly enhance employees' behavior both professionally and personally, offering everyone a chance for self-improvement The young and dynamic members of the Executive Committee of the Communist Youth Union bring valuable experience in organizing events, such as year-end parties, and demonstrate creativity in extracurricular activities Consequently, it is advisable to integrate outdoor tasks with their primary responsibilities to maximize their potential and contributions to the company.
Organizing periodic collegial conversation in every retail department
Organizational change is fundamentally driven by communication, as highlighted by Ford 37 Conversations play a crucial role in facilitating change, making communication the key instrument for transformation Mr Hai recommends implementing regular collegial discussions in each retail department to allow employees to voice concerns and identify weaknesses that hinder operational effectiveness These sessions provide a platform for employees to openly share their frustrations and inhibitions, fostering a better understanding among colleagues and directly addressing interpersonal issues To create a relaxed environment for candid dialogue, these conversations should take place at the end of each quarter in a casual coffee talk setting, promoting unity and collaborative problem-solving within the organization.
Potential Solution Evaluation
To evaluate the feasibility of potential problems, the interview with Mr Thuy - Head of Human Resource department has been conducted.
Mrs Thuy, Head of the Human Resource Department, emphasizes the importance of a "Creating Skill Training Course for Leaders" tailored for retail leaders, as existing training from BIDV Headquarters primarily focuses on operational knowledge, lacking emphasis on soft skills and leadership development This initiative aims to enhance the management capabilities of retail leaders However, she notes the high costs associated with hiring successful CEOs for training sessions, as well as their busy schedules, making it challenging to conduct these courses quarterly Additionally, she points out that leaders' established viewpoints, shaped by years of experience, may limit the effectiveness of such training in effecting short-term changes in management practices.
The implementation of a Branch Code of Conduct is essential for enhancing retail operations, as the previous General Code of Conduct from BIDV Headquarters primarily focused on employee-customer interactions, neglecting employee behavior among themselves According to Hacker et al and Pierce et al., a well-defined code of conduct helps employees understand organizational expectations The Human Resource department will develop this Branch Code in consultation with the Branch Board of Directors, allowing employees to provide feedback before finalization Once edited and approved, the Code will be clearly communicated and guided to ensure smooth implementation, fostering a culture of mutual respect and collaboration among employees towards achieving common goals.
Implementing extracurricular activities for retail employees can make their daily tasks more engaging and fulfilling Interviewees strongly support the formation of a dedicated team to oversee these activities and internal events The Member of the Executive Committee of the Communist Youth Union will organize monthly gatherings, skills training, and team-building exercises With a budget constraint of 200 million VND for annual activities, prioritizing skill training and team-building within the city is essential to minimize costs, rather than opting for remote events.
Organizing periodic collegial conversations in every department can facilitate open discussions between employees and leaders regarding workplace disagreements However, many employees hesitate to voice their concerns publicly, fearing repercussions on their career advancement and relationships with their leaders Research by Peterson and Milliken et al indicates that employee silence is widespread in organizations, particularly where top management has a financial background, long tenure, and a homogeneous workforce Consequently, this silence can hinder constructive feedback, ultimately failing to address the underlying issue of coworker incivility.
All the solutions suggested and their evaluation are summarized in the table below:
Create skill training courses for retail leaders
Improve the ability of leadership, help create and maintain the good relationship with subordinates
High cost to invite lecturer.
Hard to organize frequently Hard to change retail leaders’ mindset in short-term through training course.
Issue Branch Code of - Create the internal culture Accepted
Accepted /Not accepted Conduct and behavior principles in the branch.
- Assures equal working environment for all employees and the sustainable growth for the branch.
Create chances for employees to meet and understand more about each other.
Organized by Member of Executive Committee of Communist Youth Union.
Received positive feedback from interviewees.
Organize periodic collegial conversation in every retail department
Opportunities for all employees to confess all the unsatisfied things in workplace.
Create chances for employees and leaders to discuss directly and frankly all disagreements.
Employees have tendency of not telling the truths.
Table 10 – Solution suggested and evaluation
Action Plan
With the specific setting and job distribution at BIDV North Saigon Branch, Human resources department is responsible mainlyfor dealing with the problem
“emotional exhaustion” in retail operationwhich will last from the beginning of 2018 to December of 2018.
To address the resource limitations identified in the branch analysis, two key solutions will be implemented: the establishment of a Branch Code of Conduct and the initiation of extracurricular activities.
In addition to the Human Resources department, several other key departments will participate in the planning process, including the Finance-Planning department, various retail departments, the Board of Directors, and the Executive Committee of the Communist Youth Union within the branch.
With the purpose of officially applying solution from the beginning of 2018, detail timeline of the action is built as follow:
In early October 2017, the Head of the Human Resources Department presented to the Board of Directors the pressing issue of emotional exhaustion within retail operations The discussion highlighted key symptoms and supporting evidence that underscored the seriousness of the problem, as well as the potential consequences if left unaddressed An initial action plan was proposed to tackle this critical issue and improve employee well-being.
• The second week of October 2017: Human resources department issues document to make retail employees perceive the existing problem affecting negative to the performance of retail operation.
In the third week of October 2017, the Human Resources department developed the Branch Code of Conduct and presented it to the Board of Directors, subsequently making adjustments to finalize the document.
In the last week of October 2017, the Human Resources, Finance-Planning departments, and the Secretary of the Executive Committee of the Communist Youth Union convened to discuss plans for organizing extracurricular activities within the branch, focusing on key objectives for effective implementation.
- Setting up specific group responsible for organizing extracurricular activities in the branch.
- Occasions to organize extracurricular in year.
- The budget allowed to organize extracurricular activities.
- Detail program for extracurricular activities (skill training, periodic team building, remote-area picnic)
• The first week of November 2017: Human resources department sends the finished edition Branch Code of Conduct to all employees and collecting opinions till the end of November 2017.
• Week 2 of November 2017: Human resources department publicizes the plan of organizing extracurricular for all employees to evaluate till the end of November 2017.
In early December 2017, the Human Resources department convened a meeting with relevant departments to finalize the Branch Code of Conduct after gathering feedback on the draft edition Additionally, they presented a detailed plan for organizing extracurricular activities within the branch, aiming to implement the official action plan starting in 2018.
In the second week of December 2017, the official Branch Code of Conduct will be announced to all employees, and the Human Resources department will conduct a training course for branch leaders to ensure the effective implementation of the Code across all departments.
• Quarter 1 and 2 of 2018: Official application of Branch Code of Conduct and program of organizing extracurricular activities in the branch.
By the end of Q2 2018, a meeting was convened involving the Board of Directors, the Head of Human Resources, the Head of Finance Planning, the Secretary of the Executive Committee of the Communist Youth Union, and the heads of retail departments The purpose of this meeting was to conduct a detailed evaluation of the implemented solutions and to propose any necessary adjustments.
The summary of Action Plan is performed in the graph below:
Figure 4 - Summarized timeline of Action Plan for dealing with Emotional Exhaustion in retail operation
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Symptoms
Mrs Hien - Deputy Director of Retail Operation
In an interview with Mrs Hien, the interviewer, currently enrolled in an MBA program at ISB and working on a thesis, seeks to identify potential issues within the retail operations of their branch The purpose is to clarify any existing problems and propose effective solutions Assuring confidentiality, the interviewer requests Mrs Hien's insights to aid in this analysis.
Respondent (R): Yes, I can give some of my idea.
I: Thank you very much First of all, can you share something about any disadvantage in retail operation that you have faced during these time?
Retail employees frequently arrive at work appearing fatigued, and tellers often interact with customers without a smile, displaying a lack of enthusiasm during transactions Additionally, the relationships among employees and between staff and management are not very positive, contributing to an uncomfortable work environment in the branch.
So I think there’s something happen to employees’ emotion when they’re working.
I: So is it affected to performance of retail operation?
The branch has received numerous customer complaints regarding retail employees, particularly retail tellers, despite multiple warnings issued to address the issue Unfortunately, the situation remains unchanged and continues to be a concern.
I: So can you assume exactly what’s the problem happening in retail operation?
Many retail employees often experience low morale and emotional exhaustion, which can largely stem from their working conditions and the environment of their workplace.
I: Thank you very much for the information
Mrs Ngan – Head of Nhat Tao transaction office
In an interview with Mrs Ngan, the interviewer, a participant in the MBA program at ISB, seeks to identify potential issues in the retail operations of their branch while working on their thesis The aim is to clarify existing problems and propose viable solutions, ensuring that all information shared remains confidential.
I: What do you feel about working in the branch, especcially in retail operation??
R: It’s good that we can learn a lot from the variety business activities However, in the same time, we have to work with the limitation of business process.
I: Can you explain more about this?
The business process at BIDV appears illogical, leading to confusion among employees For instance, retail credit staff are required to complete and notarize credit documents at authority offices, which significantly limits their ability to seek out and develop new customer relationships.
I: And this business process affect negatively employees’ performance, right?
Excessive pending credit documents often lead to customer complaints, increasing stress for retail credit employees Unlike other banks, which have dedicated departments for notarizing credit documents, this added pressure hinders employee productivity and customer acquisition Additionally, BIDV's outdated information technology system prolongs customer transactions and necessitates more manual work Consequently, retail employees face a challenging work environment due to these complex processes.
I: Thank you very for your information
Mr Hai – Head department of Individual Customers
In an interview regarding his MBA thesis at ISB, the interviewer seeks Mr Hai's insights on potential issues within the retail operations of their branch, aiming to identify problems and propose solutions Assuring confidentiality, the interviewer requests Mr Hai's assistance in answering key questions to facilitate this analysis.
Respondant (R): Yes, Please get started.
I: What do you feel about working in the branch, especcially in retail operation?
R: It’s fine The job is quite pressure but benefit is good However, there’re some not good points need to be improved.
I: Can you share with me?
Customers frequently express dissatisfaction regarding the attitude of employees in my department, noting that they often display unprofessional behavior during interactions and lack sufficient knowledge when advising on banking products.
I: Well, based on some analysis, I also found out that retail operation of the branch is inefficient in comparison with entire BIDV system and other branches in HCM City.
R:Really? I’m really supprised for that.
I: Yes, So what problem do you think that leads to this situation?
The current situation appears to stem from an inadequate recruitment policy within the branch, where some retail employees have been hired primarily due to personal connections with branch leaders, despite lacking the necessary qualifications for their roles.
I: Really? How can you assure that those employees are not qualified for their job?!
I frequently receive complaints from customers regarding the attitude of employees in my department, who often display unprofessional behavior during interactions Additionally, they appear to lack sufficient knowledge when advising customers on banking products Consequently, this results in an inability to meet the objectives set by our leadership.
I: So what is solution to deal with those employees?
Punishment for underperforming employees often involves a reduction in salary, yet they remain employed within the department, which exacerbates inefficiency.
I: Well, I see that point Thank you very much for your information
Mr Hung – Former retail employee at Individual Customers Department
In an interview with Mr Hung, the interviewer, currently enrolled in an MBA program at ISB, seeks to address potential issues within the retail operations of their branch while developing their thesis The aim is to identify any existing problems and propose effective solutions The interviewer assures Mr Hung that all information shared will remain confidential and requests his assistance in answering several key questions.
I: What do you feel about working in retail operation of BIDV North Saigon branch?
For recent graduates, engaging in diverse business activities offers valuable learning opportunities However, challenges related to the working environment in the branch can arise.
I: Can you express more detail?
I struggled to get along with my coworker, who was very selfish and focused solely on their own work, leading to a lack of support among employees Additionally, my former leader provided no encouragement and often shouted at me despite my hard work to meet targets This emotional stress became overwhelming, prompting me to decide to leave the branch.
Mrs Thuy -Head department of Human Resource of the branch
Problem Identification
Mrs Thuy -Head department of Human Resource of the branch
After analyzing interview results from various respondents, it is evident that retail employees commonly experience emotional exhaustion, highlighting a significant issue with their emotional well-being in the workplace.
Research indicates that negative emotions are prevalent in the workplace, particularly in retail operations, as evidenced by a high turnover rate Statistics reveal that retail employees take an average of 7.6 days off per year, compared to just 5.6 days for all employees within the branch This suggests that retail workers may struggle with relationships among coworkers, contributing to a tense working atmosphere characterized by an intangible barrier.
Mrs Ngan, the Head of the Nhat Tao transaction office, believes that the inefficiency in retail operations at BIDV stems from inadequate business processes What are your thoughts on her perspective?
The inefficiency of retail operations within the BIDV system can be attributed to a systematic issue rather than a singular problem All BIDV branches adhere to standardized working processes established by the BIDV Headquarters, which complicates and prolongs any necessary changes to business procedures Therefore, while the existing work processes may be flawed, they should not be viewed as the primary cause of inefficiencies in retail operations.
I: So how about the problem “Inappropriate recruitment policy”, Mrs Ngan assumed that this problem has led to inefficiency of retail operation.
R: She means that retail operation recruited wrong employees, right?
Over 80% of retail employees in Vietnam hold degrees from prestigious economic universities, including the University of Economics in Ho Chi Minh City and Banking University.
Ho Chi Minh City is home to prestigious institutions like the University of Economics and Laws and Foreign Trade University, where over 90% of graduates achieve a score above 7.5 out of 10 Retail employees are required to participate in training courses aimed at enhancing their knowledge and skills, including communication and product information Following these courses, employees undergo assessments to ensure they have effectively grasped the training material Additionally, all employees must complete a mandatory "Ability Test" every two years; passing this test is essential for renewing their labor contracts Underperforming employees may be reassigned to different departments or face termination based on leadership recommendations.
So I think retail employees in the branch almost get good educational background from the beginning and often equipped enough knowledge and skills to meet the requirement of works.
Emotional exhaustion among retail employees is a significant issue that contributes to inefficiencies in retail operations compared to other sectors in the region.
R: Yes, I think the branch should focus on emotion of retail employees as the main problem that must be solved.
I: That’s fine, thank you very much for your idea
Problem existence: (Question list from research of Maslach and Jackson, 1981)
- Question 1: Do you feel emotionally drained from your work?
- Question 2: Do you feel used up at the end of the workday?
- Question 3: Do you feel fatigued when you get up in the morning and have to face another day on the job?
- Question 4: When working with people all day, do you feel it is really a strain for you?
Ms Trang – retail employees at Individual Customers department:
In my MBA thesis, I am exploring the issue of emotional exhaustion within retail operations, specifically focusing on branch-level challenges To gain deeper insights into this problem, I would like to gather your thoughts on several key questions related to recent trends in retail operations.
R: I’m just a new employee of the branch, so I don’t know whether I can help you or not.
I: My thesis is to analyze psychological problem of retail employees, every question will be very simple, so don’t worry about it.
R: Ok, I’m willing to help you to the best of my ability.
I: Thank you So do you feel emotionally drained from your work?
R: Well It feels like I don’t have any interest in my job anymore
I: It heard that it is not as happy as you hope, right?
R: I have too much work to do, since happiness did not come and be enjoyed
I: So do you feel used up at the end of the workday?
R: I think I work very hard for a day, but my work seems to be endless, it makes me tired at the end of the day
I: So maybe you feel fatigued when you get up in the morning and have to face another day on the job, right?
R: Yes, waking up in workday morning to me is a nightmare
I: Last question, when working with people all day, do you feel it is really a strain for you?
R: Of course, there seems to be intangible barrier among people, it’s uncomfortable to work with each other
Mrs Tim – Vice Head of Nhat Tao Transaction office:
In my MBA thesis focused on problem-solving within organizations, I am examining the issue of "emotional exhaustion" in retail operations at the branch level To gain deeper insights into this problem, I would appreciate your perspective on a few questions related to recent challenges in retail operations.
R: So can you describe more detail about this?
Emotional exhaustion is a psychological condition characterized by feeling emotionally overextended, often arising when employees perceive that their job demands exceed their available resources A recent survey conducted in a retail branch revealed that nearly all employees are experiencing emotional exhaustion, which negatively impacts the efficiency of retail operations.
(R): Well, this topic is really interesting to me Hope that this interview can help you
I: Thank you So do you often feel emotionally drained from your work, right?
R: Yes I cannot find happiness in my job, it makes me feel sick everyday
I: So do you often feel used up at the end of the workday?
R: Yes, I’m often exhausted at the end of a day, a workday seems to be too long At the end of workday, I feel like I’m a zombie, very exhausted and emotionless
I: I can see your point So do you feel fatigued when you get up in the morning and have to face another day on the job??
R: I wake up in the workday morning and just want to sleep again, I always feel tired at the beginning of workday
I: When working with people all day, do you feel it is really a strain for you?
R: Relationship among people is quite bad I myself also cannot almost get on well with anyone
Everybody is looked cold all the time, so I just want to do my job by myself and don’t want to communicate with anyone.
I: It’s really a serious problem, I hope that this problem will be solved effectively to make improvement Thank you for all of your opinions.
Mr Dung – Retail employee at Go Vap Transaction office:
In my MBA thesis focused on problem-solving within organizations, I am investigating the issue of emotional exhaustion in retail operations To gain deeper insights into this problem, I would like to hear your thoughts on a few questions, particularly regarding your experiences with feeling emotionally drained at work.
R: Yes, I think the workplace is just like a factory, just work and work, I feel really tired
I: So do you often feel used up at the end of the workday?
R: Yes, I just hope workday pass quickly to come back home, it’s vey tired
I: Do you feel fatigued when you get up in the morning and have to face another day on the job?
R: Yes, I sometime just want to stay home instead of going to workplace
I: When working with people all day, do you feel it is really a strain for you?
R: Yes, I think people just care about how to complete their own work and don’t want to talk to anyone
Ms An – retail teller at Individual Customers transaction department:
In my MBA thesis focused on problem-solving within organizations, I am investigating the issue of "emotional exhaustion" in retail operations To gain deeper insights into this challenge, I would appreciate your perspective on several related questions.
R: It’s ok, I’m also really interested in this problem.
I: Thank you First of all, Do you feel emotionally drained from your work?
R: There’s not much joyfulness in my work, it’s really boring.
I: So do you often feel used up at the end of the workday?
R: As a retail teller, working all day with high intension makes me feel weak
I: Do you feel fatigued when you get up in the morning and have to face another day on the job?
R: Yes, work day by day seems to be the same, I feel boring
I: When working with people all day, do you feel it is really a strain for you?
R: Yes, it’s really a strain for me to work with people around me, especially with my coworker.
Problem importance and causes validation
Mr Huy – employees at Individual customers department:
(I): In order to investigate the importance and dealing with problem “emotional exhaustion”, could you express your idea on the effects of this problem occurred to you?
The challenges I face significantly impact my personal performance at work My job feels monotonous, and my salary does not reflect the effort and dedication I put into my role As a result, I frequently experience feelings of depression and exhaustion, which leave me unable to perform at my best.
(I): You’ve mentioned about unsuitable salary, so do you mean that there’s bias in performance appraisal in the branch?
I am actively seeking a higher-paying job to save money for my upcoming marriage My current position not only limits my ability to save for this important milestone but also affects the time I can spend with my girlfriend, which has become a significant concern for me.
Emotional exhaustion is a prevalent issue among retail employees, as highlighted by my survey findings This condition often stems from workplace pressure, leading to significant challenges for individuals in the retail sector Are there any additional problems you face due to this pressure?
I am feeling stressed due to my heavy workload, which limits my time with my girlfriend and prevents me from communicating with my parents about the challenges I’m facing As a result, my relationships with my family are deteriorating.
(I): You’ve mentoined that you’re stressed because of work, so do you often have symptoms of headache or other problems with your mental health?
(R): Yes, I often have headache, sometimes I even can’t sleep at night and feel very tired the day after.
(I): Well, it seems to be harmful for your health for a long time So do “Emotional exhaustion” cause any other problems to you?
(R): Well, I’m often get angry and easily lose temper That can be the reason that can affect negatively the relationship between me and other colleagues Maybe that’s it.
(I): Ok, thank you very much We will meet again to conduct other interviews, hope that you will support me.
Ms Trang - employees at Individual customers department:
(I): In order to investigate the importance and dealing with problem “emotional exhaustion”, could you express your idea on the effects of this problem occurred to you?
As a banking teller, I find my job to be quite monotonous, often working late into the evening, sometimes leaving after 8:00 PM The role comes with the added pressure of handling financial transactions, which carries the risk of monetary loss Additionally, I feel undervalued, as my salary does not reflect the dedication and effort I invest in my work for the department and branch.
(I): Do you mean you’re in the situation of working overload?
(I): So do you think that you have a good performance at the workplace?
I am dissatisfied with my job and lack motivation to put in the necessary effort for my department My focus is often lacking, and the inaccurate performance evaluation system at BIDV further discourages me from striving for better personal performance.
(I): As you have said, you often come home late at night, so do you have enough time for your family?
The lack of quality time at home is straining my relationship with my husband, as our busy schedules prevent us from cooking and enjoying meals together This limited interaction makes it challenging to empathize with each other's workplace difficulties, often leading to arguments Although we had planned to start a family this year, those plans are now in jeopardy due to our ongoing struggles.
(I): Well So do you often have headache or some other symptoms of mental health problem?
(R): Yes I usually have headache and must use the healthcare system more often.
(I): So is there any other impact that the problem “Emotional exhaustion” affect to your life?
(R): Well, it’s all the thing I have to face with I think there may be some more other things but that’s enough.
Ms Tim – Vice Head of Nhat Tao transaction office:
(I): In order to investigate the importance and dealing with problem “emotional exhaustion”, could you express your idea on the effects of this problem occurred to you?
(R): Of course yes, I often can’t focus on my job and often makes errors at even simple tasks, I think this problem affect negatively to my performance
(I): With the pressure of work and some more problems as you’ve told, do you meet problem with the relationship with members of your family?
Balancing work and family life can be challenging, as many individuals find themselves returning home late from work and occasionally needing to work on their days off This often leaves little time for relaxation and family care, making it difficult to nurture relationships with children and loved ones.
60 argue with my husband about spending more time for family.It’s really hard for me to bear this situation.
(I): So you often have problem with your mental health, right?
(R): Well, very often I’m often stressed and somtime dazzled Sometime I can’t sleep at night and I feel very tired the morning after.
I: So what reason do you think that leads to this problem?
R: Well, I think it’s work overload, retail employees is really working in situation of high intensity
Mr Trong – employees at Cong Hoa transaction office:
(I): In order to investigate the importance and dealing with problem “emotional exhaustion”, could you express your idea on the effects of this problem occurred to you?
Despite my hard work, I feel unrecognized and unmotivated, which has led to a decline in my performance compared to when I first joined the branch Although I regret this decision, I believe it's time for me to leave.
(I): Do you mean that there’s bias in performance appraisal in your department?
(I): So do you often have problem with your family when the job turns to be not good to you?
Workplace stress often leads to arguments between my wife and me, particularly regarding childcare responsibilities She feels overwhelmed balancing her job and taking care of our baby, and frequently blames me for not contributing enough As a result, our relationship sometimes faces challenges.
(I): Do you often have symptoms of mental health, such as headache of stress?
Many individuals experience headaches while working, which can lead to forgetfulness and a significant decrease in productivity It's important to address these issues to enhance overall work performance.
Interview of solution and organizations of actions
Mrs Ngan - Head of Nhat Tao transaction office:
Emotional exhaustion is a significant factor contributing to poor performance in retail operations, with coworker incivility identified as a primary cause Addressing this issue effectively is crucial for enhancing workplace morale and productivity.
To address the primary issue of employee stress in retail, it is essential for the branch to implement skill training courses for retail leaders These courses will equip leaders with the tools and knowledge needed to alleviate workplace stress and foster a positive working environment, ultimately enhancing employee well-being and productivity.
I: Well, I think it’s a good idea Can you describe more detail on this solution?
The course will feature lectures from board members and renowned CEOs from successful companies, bringing valuable management experience to retail leaders Their insights will enhance the effectiveness of managing retail departments, and I believe retail leaders will strongly support this initiative.
I: I understood your idea Do you offer some more solutions?
R: No I think my idea was enough to solve the problem.
I: Thank you for your idea
Mrs Hien - Deputy Director of Retail operation:
Emotional exhaustion significantly impacts retail performance, primarily driven by coworker incivility To address this issue effectively, it is essential to implement strategies that foster a respectful and supportive work environment.
R: I think we should issue Branch Code of Conduct to create the internal culture and behavior principles among employees or between employees and leaders in the branch.
BIDV Headquarters has implemented a General Code of Conduct for all branches, ensuring an equitable working environment for all employees This initiative supports the sustainable growth of the branch while promoting fairness and consistency across the organization.
The code primarily focuses on employee interactions with customers, while it minimally addresses behaviors among employees themselves It aims to establish standards for conduct not only between employees but also between leaders and their teams, ensuring that the fundamental principles and values of the organization remain consistent.
I: So how can this solution conducted?
The Branch Code of Conduct should be developed by the Human Resource department in collaboration with the Branch Board of Directors and made available for employee feedback After incorporating employee suggestions, the finalized Code will be issued and implemented across the branch Clear and detailed guidance will be provided to ensure smooth adherence, fostering a culture of mutual respect and collaboration among employees as they work towards shared goals.
I: Well, thank you very much for your idea.
Mr Hai - Head of Individual customers department:
Emotional exhaustion significantly impacts retail performance, with coworker incivility identified as a primary contributor to this issue To address this challenge, implementing strategies that promote a respectful workplace culture and enhance communication among team members is essential.
To enhance employee engagement and satisfaction, implementing additional extracurricular activities for retail staff can provide them with more stimulating and diverse tasks beyond their routine responsibilities This approach not only makes work more interesting but also fosters a sense of community among employees, ultimately leading to a more motivated workforce.
I: I also really love it But can you tell me detail plan for this solution?
The Member of the Executive Committee of the Communist Youth Union will oversee the organization of monthly gatherings, skills training, and team-building activities These initiatives may include soft skills training courses for employees, as well as team-building exercises in local parks or remote locations Such skills training can lead to significant positive changes in employees' behaviors, impacting both their professional and personal lives Ultimately, these opportunities enable individuals to improve themselves and foster personal growth.
I: Well, it’s really interesting So do you have any other sotution?
To enhance the effectiveness of retail branch operations, we propose organizing quarterly collegial conversations within each department These informal coffee talks will provide employees with a platform to openly discuss branch weaknesses and foster clearer communication among team members By addressing issues directly, employees can collaboratively find solutions, ultimately promoting unity within the organization Creating a comfortable atmosphere encourages natural expression of opinions, leading to improved workplace dynamics and operational efficiency.
I: Thank you very much for your opinions.
R: You’re welcomed, I hope all of my opinions will be valuable for your thesis.
Mrs Thuy – Head of Human resources department:
Emotional exhaustion is identified as a significant issue affecting retail operations, primarily driven by coworker incivility To address this challenge, several solutions have been proposed, including the development of skill training courses for retail leaders, the implementation of a Branch Code of Conduct, the organization of extracurricular activities, and the facilitation of regular collegial conversations within each retail department Which of these solutions do you believe would effectively tackle the main problem, or do you have additional suggestions to propose?
R: Well, I myself don’t have any other solutions, because some of solutions you have mentioned have already been possible to solve the main problem.
I: Can you point out which ones are the feasible solutions?
Creating a skill training course for retail leaders is essential, as most training organized by BIDV Headquarters focuses on operational knowledge, with few options available for developing soft skills and leadership abilities Such a course would enhance leaders' management skills, but inviting successful CEOs from renowned companies can be costly and challenging due to their busy schedules, making it difficult to hold these training sessions quarterly.
To address employee concerns in retail departments, it's essential to foster an environment where periodic collegial conversations can take place Many employees hesitate to voice their dissatisfaction with leadership for fear of repercussions on their career advancement This reluctance can lead to a lack of honest feedback, ultimately hindering the effectiveness of direct leaders Therefore, implementing skills training for retail leaders and facilitating regular discussions among staff may prove challenging and may not yield the desired outcomes.
I: So in your opinion, issue Branch Code of Conductand set up extracurricular activitieswill be effective in solving the problem “emotional exhaustion”, right?
I: Thank you very much for your opinion.
Survey form for proving existence of emotional exhaustion in retail
(For researching on the existence of emotional exhaustion in retail operation)
This survey seeks to identify the prevalence of emotional challenges in retail operations Participation is entirely voluntary, and individuals can withdraw at any time.
All the information you provide in this survey will be kept secret and only for the purpose of study
Please tick only Yes or No for each item below:
1 Do you feel emotionally drained from your work?
2 Do you feel used up at the end of the workday?
3 Do you feel fatigued when you get up in the morning and have to face another day on the job?
4 When working with people all day, do you feel it is really a strain for you?
5 Do you feel burned out from your work?
6 Do you feel frustrated by your job?
7 Do you feel you’re working too hard on yourjob.
8 When working with people directly, does it put too much stress on you?
9 Do you feel like you’re at the end of your rope?
Thank you for participating in this survey!
Retail criterias in comparison with entire BIDV system 2013 – 2015
BIDV North Saigon Total Capital Mobilizaiton (CM) 417,732 9,525 524,956 7,129 660,655 9,732
Source: Internal Report of BIDV 2013 - 2015
Appendix 8 : Growth rate of retail criterias 2013 – 2015 in comparison with other branches in HCMC region
Retail Loan Outstanding Retail Capital Mobilization Retail Profit
2013 2014 2015 Growth rate Rank 2013 2014 2015 Growth rate Rank 2013 2014 2015 Growth rate Rank
Source: Internal Report of BIDV 2013 – 2015
Appendix 9 : Productivity and Proportion of retail operation in comparison with other branches in Ho Chi Minh city region in 2015
Branch Number of retail Producti
Retail Loan Outstanding vity Proportion Productiv
Retail Capital Mobilization ity Proportion Productivity
Proportion employees RLO per employee Rank Total
LO RLO proportion Rank RCM per employee Rank Total
CM RCM proportion Rank RP per employee Rank Total
Source: Internal Report of BIDV 2013 – 2015