Poor training quality in vietinbank – x branch’s enterprise customer department

UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business VƯƠNG THI HƯỜNG POOR TRAINING QUALITY IN VIETINBANK – X BRANCH’S ENTERPRISE CUSTOMER DEPARTMENT MASTER OF BUSINESS ADMINISTRATION Ho Chi Minh City – Year 2019 UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business VƯƠNG THI HƯỜNG POOR TRAINING QUALITY IN VIETINBANK – X BRANCH’S ENTERPRISE CUSTOMER DEPARTMENT MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: ĐOÀN ANH TUẤN Ho Chi Minh City – Year 2019 Table of Contents Executive summary CHAPTER 1: COMPANY INTRODUCTION 1.1 General information about Vietinbank – X branch 1.2 Enterprise customer department CHAPTER 2: SYMPTOMS 11 2.1 High turnover rate 11 2.2 Low sale 12 2.2.1 Deposit mobilizing activity 12 2.2.2 Credit activity 14 2.3 High non-performing loans ratio 16 2.4 High provisioning expense 19 2.5 Low profit 23 CHAPTER 3: PROBLEM IDENTIFICATION .27 3.1 Potential problems 27 3.1.1 High workload 27 3.1.2 Incompatible compensation policy 30 3.1.3 Poor training courses 32 3.2 Validating problems 35 3.2.1 Managers’ perspectives 35 3.2.2 Employees’ perspectives 37 3.3 The importance of main problem 37 CHAPTER 4: CAUSE VALIDATION 39 4.1 Potential causes 39 4.1.1 Unclear Training objectives 41 4.1.2 Unprofessional trainers 41 4.1.3 Poor methods 42 4.1.4 Unpractical training contents 43 4.1.5 Inefficient training time management 44 4.1.6 Inappropriate frequency of training 44 4.1.7 Insufficient training amenities 44 4.1.8 Lack of training evaluation 45 4.2 Validating causes 45 4.2.1 Unclear Training objectives 45 4.2.2 Unprofessional trainers 46 4.2.3 Lack of training evaluation 46 CHAPTER 5: ALTERNATIVE SOLUTION 48 5.1 Solutions for setting clear training objectives 50 5.2 Solutions for developing professional trainers 55 5.3 Solutions for improving the quality of training evaluation 59 CHAPTER 6: ACTION PLAN 64 Conclusion 69 Supporting Information 70 References 82 Appendix 86 Appendix 88 Appendix 90 List of Abbreviations Vietinbank Vietnam Joint Stock Commercial Bank for Industry and Trade NPL Non - Performance Loan ECD Enterprise Customer Department HRD Human Resource Department DOB Director of Board List of Tables Table 1: Concepts about Kinds of Credit Group .18 Table 2: Non – Performing Loans of X Branch and Enterprise Customer Department in 2018 18 Table 3: Ratio of Specific Provision 20 Table 4: The Profit of X Branch’s Enterprise Customer Department, X Branch and HCM Region’s Enterprise Customer Department 24 Table 5: A Summary of Some Researchers' Comments on the Role of Key Factors in a Training Course 49 Table 6: Estimated Costs for Solutions to Improve the Quality of Trainers 59 Table 7: Estimated Costs for Solutions to Improving the Quality of Training Evaluation 61 Table 8: Estimated Costs of Kaufman's Training Evaluation Method .62 Table 8: Action Plan .68 List of Figures Figure 1: Human Resource Structure According to Work Experience of Enterprise Customer Department in 2018 11 Figure 2: Turnover Rate from 2016-2018 in X Branch’s Enterprise Department 12 Figure 3: Total Deposits of X Branch and Enterprise Customer Department in 2018 .13 Figure 4: The Rate of Implementing Deposit Mobilization Plan in 2018 of X Branch and Enterprise Customer Department 14 Figure 5: The Average Productivity of Deposit Mobilizing Implementation of the Enterprise Customer department in X Branch and HCM City Region .15 Figure 6: Credit Balance of the Enterprise Customer Department in 2018 .15 Figure 7: Productivity of Credit Activity in 2018 16 Figure 8: The NPL ratio of X Branch’s Enterprise Customer Department, X Branch and HCM Region’s Enterprise Customer Department .19 Figure 9: Loan Debt Ratio without Collateral of X Branch, the Enterprise Customer Department and HCM Region 21 Figure 10: Provision Expense of X Branch in 2018 22 Figure 11: Proportion of Provision Expense of X Branch and HCM Region in 2018 .22 Figure 12: Total Profit after Deducting Provisions of X Branch and HCMC Region in 2018 23 Figure 13: The Rate of Implementing Profit Plan in 2018 25 Figure 14: ROA of X Branch and HCM Region in 2018 26 Figure 15: The Average Income of Some Commercial Banks in 2018 31 List of Diagrams Diagram 1: Organization of Operation of X Branch .9 Diagram 2: A Model of Job Stress 29 Diagram 3: The Initial Cause – Effect Map .35 Diagram 4: Updated Cause – Effect map of Enterprise Customer Department 41 Diagram 5: Final Cause – Effect Map of the customer Department 47 Diagram 6: The Analysis Process of Employees’ Performance .52 Executive Summary Under strong competitive pressure among commercial banks today, the working environment at banks has become more stressful than ever and more than all other industries Banks are constantly modernizing by applying many modern technologies to the development of new products, increasing utility for consumers However, the quality of the workforce remains a key to the success of commercial banks They are the bridge connecting banks and customers With that great role, the workforce in Vietinbank – X branch’s enterprise customer department has constantly made efforts to improve the professional level to meet the highest requirements for work That the volume of daily processing work is higher, the pressure of work is higher, but the proportion of inadequate income makes the rate of quitting work at this department increasing The new employees are lack of real experiences, skills and not met the work requirements The above factors have partly caused negative impacts on the current business results of X branch Realistically, the biggest problem of Vietinbank - X branch is facing is the poor quality of training This makes the new workforce in the enterprise customer department fail to meet the work requirements promptly The quality of customer appraisal in this department decreases and makes bad debt increase (1) In addition, the lack of skills in sales has also resulted in a significant reduction in credit and capital sales Poor working capacity has partly increased the work pressure for employees in this department, increasing turnover rate at the branch With certain limitations, this study desires to offer effective solutions to promote the quality of training at X branch in particular and at Vietinbank system in general From there, X branch’s business activity will become more and more developed Its business cost will decrease and its profit will increase The welfare policies for its employees will also be improved CHAPTER 1: COMPANY INTRODUCTION 1.1 General information about Vietinbank – X branch Vietnam Joint Stock Commercial Bank for Industry and Trade (Vietinbank) - X branch was established in the early days of Vietinbank in operation (26th March, 1988) The head office of the branch is located at district 8, Ho Chi Minh City and has transaction offices scattered in districts 8,10,11 The total number of current employees of the branch consists of 116 employees and has 15 departments Moreover, the branch provides all the products that Vietinbank has with the diversity and outstanding competitiveness compared to other banks in the same area: Savings deposits, deposits flexible accumulation, lending to large enterprises, small and medium enterprises, small households, super-large enterprises, card products, etc The branch does not contribute greatly to the development of Vietinbank, but also help to building a local economy to develop and actively support individuals and organizations in the area with conditions to build families and develop business activities Since its establishment, the branch always strives to complete all tasks assigned by Vietinbank excellently Particularly in 2018, due to the increase in bad debt, business efficiency brought quite limited and only completed the tasks Over 30 years of operation, the total deposits at the end of the period at 31st December, 2018 is VND 5,907 billion, accounting for 2% of the total deposit in the Ho Chi Minh city area and the total outstanding loans are VND 3,598 billion, accounting for 1% of the region's total outstanding loans with the total profit achieved after setting up the risk provision to the end of February, 2019 is VND 16,839 million Question and answer Q7: Which effects of the injustice between compensation and contribution to the performance of work and the level of employee incentives? Mr Duong: Inappropriate compensation policy does not only discourage employees to devote all their abilities but also makes employees disappointed and bored After that, many negativities will arise such as lack of motivation to improve work efficiency, high turnover rate, Mr Nam: Sometimes, I feel very disadvantaged because we work hard but Vietinbank's policies are not commensurate with our contribution The pressure and risk of work is very high but the remuneration is poor Q8: Are you satisfied with the working environment at your branch or you have any suggestions to improve the working environment here? Mr Duong: I like to work in the banking industry but the work in our department is now a bit under pressure I have just managed staff and trained new employees Besides, I also try to help employees develop new customers and manage existing loans well Debt handling also creates many difficulties and pressures Mr Tung: Currently, I manage more than 10 business customers and participate in bad debt management, so the job is quite stressful I was also assigned to instruct a new employee I hope the new employees quickly get the job to share with us Mr Quyet: I even haven’t time for personal interests like watching movies, traveling or learning some foreign language Q9: In your opinion, what are the main reasons that employees at the branch leave? What personnel issues are the branches facing, leading to the current instability of personnel? Ms Thu: Pressure on work and unsuitable personnel policies is the reason why their employees leave their jobs Some people want to find jobs with less pressure The main reason of this problem is the poor quality of human resource training Ms Tu: As a woman, sometimes they have to exchange jobs and families Long working hours will significantly affect the personal life of employees They want to balance their lives and can find a better opportunity for themselves Ms Hoai: Some employees have not been properly trained so they not feel confident in their work They want to have less risky jobs Mr Nam: In the first six months, I went to my office every day and thought that if I should continue working in the banking field Because I not have much experience and skills, there are always many different fears: Be afraid of my customers, m managers, risks, etc However, when I had many experiences and understood the nature of credit, I felt more confident Now, I can easily negotiate with customers and build a pretty good relationship with them and my colleagues Training and self-training have partly improved my working capacity.” Coding - Discouraging employees devote all their abilities Category to - Arising lack of motivation and high turnover rate - Feeling high workload - Effects of the injustice between compensation and contribution -The feeling of employees about their jobs - High job pressure - Poor quality of human resource training - Find a better opportunity - Having less risky jobs - High job pressure - The main reasons that employees at the branch leave their jobs Question and answer Q10: How think about your quality of human resource training course? Is it good? And, how does it affect employees and the business performance of X branch? Ms Thu: Most of the employees in the corporate customer department are new employees Some employees have participated a number of courses but have yet to practical work They must also rely on the support of experienced staff in this department or their managers During 23 years working in the banking field, I witnessed many different stories There are young people who started their jobs with many tears because of pressure from customers However, there are also the same age employees whose smiles you can always see and they quickly achieve efficiency in their jobs They can convince customers to send several tens of billions every month easily So, what makes the difference between the two cases? The answer is that professional skills and knowledge are the key to success in the field of corporate lending and many other businesses Ms Hoai: Training courses are not really effective Training content has not helped employees feel confident when receiving and handling real jobs This increases the management pressure and work pressure on other employees It also is the main reason which make to go up NPL of X branch Because the knowledge of employees can't adapt with jobs' requirements Mr Tung: Corporate lending is quite complex and requires employees to be highly qualified They must be people with wide knowledge, good negotiation skills, good sales In particular, the skills of customer appraisal and loan management must be good Otherwise, the branch will increase bad debt They will have to spend a lot of time to recover the debt The work pressure is high, so we have no time to guide the work for new employees Mr Quyet: We are very interested in new colleagues and want to have the opportunity to help them understand more about the job but due to work pressure, we feel very sad when we cannot help them as well as we want Sometimes, I think this makes our relationship less improved as expected Q11: Which main causes affect the quality of training courses in Vietinbank and X branch? Ms Thu: Actually, Vietinbank training system is mainly a combination of two training methods: on - the - job training and off – the – job Off – the – job training is often carried out by the head office with the central purpose of equipping general and basic knowledge about work environment, services, products but practical knowledge is quite limited In contrast, on-the-job training is being implemented mainly at branches This method plays a huge role in helping employees accumulate practical knowledge from colleagues and customers and have the opportunity to develop the skills and knowledge they have learned However, at present, this training at X branch is lack of specific training plan, effectiveness and inadequate investment The training of new employees is often assigned to former officials, managers who not directly participate in guiding and evaluating training results In addition, because the daily workload of the former employees is quite large, it is difficult for them to take the time to guide new employees This makes the training efficiency X branch quite low and greatly affects the quality of personnel Moreover, the content of training courses is mainly theory This is not consistent with the nature of work in the department of corporate customers, which requires high practical experience Society is growing Risks from customers are also diverse and more complex than ever Therefore, employees must be Coding Category - Not really effective - Increasing pressure for managers and employees - Increasing NPL - Spending a lot of time to recover the debt - Bad relationship employees -Unclear training - Poor methods - The quality of human resource training and its effects between objectives - Unprofessional trainers -Lack of training evaluation - Unpractical training content - Causes which create the poor quality of training courses at Vietinbank Question and answer good at both business and communication to be able to manage and develop customers Ms Tu: Vietinbank's trainers are mainly non - professional persons Some of them have experience but lack pedagogical skills The other trainers are lack of practical experiences and not bring expectations to learners Ms Hoai: Due to the ineffective evaluation and construction of training objectives, many courses are held incompatible with potential trainees, not suitable to the training needs of the branches But the training department assigns the target number of trainees for each course for each branch This makes training unnecessary, following training targets, not from the actual needs of branches The training does not promote its role and meaning, but also makes the branch waste human resources, reducing the efficiency of personnel utilization The current post-training inspection in Vietinbank is also not effective This makes the initial training goals and results had a deep gap The quality of training and training content has not been improved based on current existences from previous courses but mainly based on subjective evaluation Mr Duong: Vietinbank's training objectives are still quite sketchy, not exactly determining the actual training needs This makes the training efficiency significantly reduced Moreover, some trainers are often lack practical knowledge so they cannot help learners answer some problems encountered in their daily work The content of their lessons becomes less interesting because of a lack of practical examples and a theoretical focus Some trainers are even explained by the learners about problems in practice Mr Nam: Some courses are organized quite often but are not necessary for work requirements On the contrary, some courses are very useful and play an important role for employees that are less organized This makes the branch passive in balancing personnel to attend training courses required by the head office Mr Quyet: The main training method at Vietinbank is online training For the nature of high work load and long working time in Vietinbank, employees feel ineffective with this training method Most of them have to study at home so it affects both family care time and health recovery time after work They feel bored, difficult to absorb new knowledges from training courses, tired of the increased pressure from learning with this method Ms Uyen: The training frequency of Vietinbank is not appropriate There are many classes organized primarily at the beginning of the year This makes the employees who want to participate also face many difficulties when there are few training courses in the middle of the year Because the form of training is not so diverse, some employees have unexpected jobs, it is easier to leave the class Coding - Inappropriate training requency Category of - Unprofessional trainers - Poor methods - Inappropriate training requency of Question and answer Coding Category Q12: Do you have any suggestions to help the branch solve this problems? Ms Thu: We still take the HR development policy that is the focus to achieve the business plan Therefore, the immediate task is to reevaluate the quality of the training courses that the branch has organized and set new training objectives for other courses Ms Tu: Currently, technology has achieved great achievements but people still play a key role In particular, in the banking field, the human role is irreplaceable Moreover, the soft skills and practical knowledge will be positive support factors for the credit employees’ work Therefore, the role of HR training programs is very important It must be focused on all stages of the training process Specifically, with the existing limitations of X branch, it is necessary to develop an effective training evaluation policy After that, the branch also needs to have a stable training expert team - Evaluating the quality of the training courses - Building develop an effective training evaluation policy - Having a stable training expert team Solutions for improving the training quality  Table of X branch’s business results in 2018 Ord 01 02 03 04 05 06 07 08 09 10 Contents Total mobilized capital at the end of the period Enterprise Deposits Retail customer deposits Total outstanding loans and investments Outstanding loans of corporate customers Outstanding loans of retail customers Special mention debts (VND million) Bad loans(VND million) NPL ratio (%) Sub - Standard Debts ((VND million) Doubtful Debts(VND million) Potentially Irrecoverable Debts(VND million) Cost of risk provision(VND million) Total profit after setting up risk provisions (VND million) Unit: VND Billion Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec 5,790 6,002 6,293 6,116 5,967 5,798 5,862 5,702 5,896 5,929 6,046 5,907 1,173 4,164 1,079 4,284 1,013 4,679 988 4,743 1,012 4,597 2,456 1,312 1,072 4,009 1,025 3,964 977 3,953 1,054 3,958 1,064 3,957 1,042 3,909 4,019 4,108 4,063 3,962 3,952 3,771 3,850 3,927 3,937 3,679 3,806 3,598 2,565 2,677 2,647 2,531 2,611 2,456 2,458 2,476 2,474 2,395 2,553 2,377 1,453 1,429 1,414 1,429 1,337 1,312 1,390 1,448 1,460 1,281 1,250 1,219 2,190 32,119 37,615 171,806 171,629 167,899 2,990 2,990 6,407 284,800 280,908 1,354 3,855 0.1% 3,855 0.1% 4,271 0.1% 3,855 0.1% 4,442 0.1% 7,769 0.2% 170,581 4.4% 170,581 4.3% 149,594 3.8% 150,642 4.1% 150,642 4.0% 429,003 11.9% 3,855 3,855 2,598 - 587 587 168,398 167,812 146,826 1,638 1,638 280,000 - - 1,673 3,855 3,855 2,182 2,182 2,769 2,769 146,821 146,821 146,821 - - - - - 5,000 - - - 2,182 2,182 2,182 700 3,734 4,575 4,575 7,375 7,504 7,713 18,218 19,021 25,570 52,888 73,785 39,527 43,538 53,023 62,262 72,773 86,350 96,888 99,169 112,056 119,596 102,737 89,075 81 References 1.Alshatti AS The effect of credit risk management on financial performance of the Jordanian commercial banks Investment Management and Financial Innovations 2015(The effect of credit risk management on financial performance of bank):9 2.Maria W Job Stress and Burnout Among Correctional Officers: A Literature Review International Journal of Stress Management 200 (job stress):17 3.Muhammad Imran Qureshi MI, Syed Gohar Abbas,, 11, 12Umar Hassan KKaKZ, 1Management Sciences Relationship Between Job Stress, Workload, Environment andEmployees Turnover Intentions: What We Know, What Should We Know World Applied Sciences Journal 2013(Job Stress):7 Donald E Parker Tad Organizational Determinants of Job Stress Organizational behavior and human performance 1983(Job Stress):18 Mark C Bolino WHT The Personal Costs of Citizenship Behavior: The Relationship Between Individual Initiative and Role Overload, Job Stress, and Work– Family Conflict Journal of Applied Psychology 2005;90 (The Relationship Between Individual Initiative and Role Overload, Job Stress, and Work–Family Conflict):10 6.Fernando Jaramillo JPM, and Paul Solomon The Role of Ethical Climate on Salesperson's Role Stress, Job Attitudes, Turnover Intention, and Job Performance The Journal of Personal Selling and Sales Management 2017;3 (Role Stress, Job Attitudes, Turnover Intention, and Job Performance):13 7.Thomas Li-Ping Tang JKKaDS-HT Does Attitude Toward Money Moderate the Relationship Between Intrinsic Job Satisfaction and Volunatary Turnover HUman Relation 2000;53(Job Satisfaction and Volunatary Turnover):34 8.Wani DSK Job stress and its impact on employee motivation: a study of a select commercial bank International Journal of Business and Management Invention 2013;2(3):6 Amoako GK Improving Customer Service in the Banking Industry-Case of Ghana Commercial Bank (GCB)-Ghana International Business Research 2012;5(4):15 82 10 Alshatti AS “The effect of credit risk management on financial performance of the Jordanian commercial banks” "Investment Management and Financial Innovations" 2015;12(1):9 11 Rouseesl Jiap A study of the relationships between compensation package, work motivation and job satisfaction Journal of Organizational Behavior 1998;20(3):23 12 Afgaa Daaas The relationship of Job stress and turnover intention in commercial Banks of Pakistan by assessing the Mediating role of Burnout Journal of Business Strategies 2016;10(1):24 13 Henley AB Predicting employee Reactions to pay compression: The mediating role of pay euity on employee commitment and intentions to leave The University of Texas at Arlington in Partial Fulfillment 2005;5(2):166 14 Khair Q-t-a Factors contributing to quality of training and effecting employee job satisfaction The Business & Management Review 2013;3(4):15 15 Dubinsky AJ Some Assumptions about the effectiveness of Sale Training The journal of Personal Selling & Sales Management 1996;16(3):10 16 Westover J Effective Human Resource Training and Development: Examination and Application of Adult Learning Theory in the HR Management Context The Journal of Human Resource and Adult Learning 2008;4(Training):1 17.Goldstein IL, & Ford, J K Team Training, Team Learning, Leadership and Psychology Safety: A Study of Team Training and Team Learning Behavior during a Swedish Military Staff Exercise Sociology Mind 2002;3(3):88-98 18.Roger Buckley JC The theory and practice of training Library of Congress Cataloging-in-Publication Data 2009;3(1):365 19.Deana I Melton JAK, and Karen M Mustian The Current State of Personal Training: an Industry Perspective of Personal Trainers in a Small Southeast Community HHS Public Access 2008;3(2):14 20 Collins M Discriminative training methods for hidden Markov models: theory and experiments with perceptron algorithms Association for Computational Linguistics Stroudsburg 2002;10(2):1-8 21 Chand S Methods of Training: On-the-job Training Method and Off-the-Job Methods http://www.yourarticlelibrary.com/human-resource-development/methods- of-training-on-the-job-training-method-and-off-the-job-methods/323692019 [updated 29th, April 2019; cited 2019 22 Poon JMLao Management training and development practices of Malaysian organization Malaysian Management Review 2000;4(2):77-85 23 Menguin J Why get people skills training? 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According to Ms Thu - X branch’s director, Vietinbank training system is mainly a combination of two training methods: on - the - job training and off – the – job Off – the – job training is often carried... (1998) Training objectives Trainer's characteristics Training methods Training contents        Training time management            Training amenities Training feedback Training. .. recovered X X X X Y