Solutions for decreasing personnel fluctuation the case of OCB cho lon branch

UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business - NGUYEN THANH TUAN SOLUTIONS FOR DECREASING PERSONNEL FLUCTUATION: THE CASE OF OCB CHO LON BRANCH MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: Ph D LY THI MINH CHAU Ho Chi Minh City, year 2020 TABLE OF CONTENTS Executive Summary -02 PROBLEM IDENTIFICATION 03 1.1 Company background: -03 1.2 Problem context -06 1.2.1 Symptoms -06 1.2.2 Symptom Validation and Justification -07 1.3 Potential Problems 10 1.3.1 Diagram of Symptoms and Potential Problems 12 1.3.2 Problem Validation -13 1.3.3 Problem Justification -17 CAUSE VALIDATION 20 2.1 ential Causes -20 2.2 Causes Validation -22 2.3 Causes Justification -25 SOLUTIONS 25 3.1 ectives -25 3.2 ential Solutions 26 3.3 Evaluation of Solutions -28 3.4 Justification 31 ACTION PLAN IN ORGANIZATION -32 4.1 32 4.2 Implementation Timeline -33 CONCLUSION -34 SUPPORTING INFORMATION 35 APPENDIX -36 REFERENCES -48 Executive summary Banking is considered as one of the most intense competitive jobs in Vietnam and on the world The thesis is going to explicit what has been happening in the bank, particularly in the sales department in the OCB Cho Lon branch Actually, according to Churchill et al (1) salesmen’s role is of central importance to the company and major impact on the success or failure of organizations Thus, salespeople are those who determine revenue-producing efforts of corporations However, sales job is such a kind of job not easy to work these days Salesmen have to face with a lot of obstacles in their job including target pressure, workload and customer – cares These things easily make salesmen get burnout and leading to high level of leaving intention By conducting examination in the OBC Cho Lon branch with sales department, many troubles are found out such as job stress, work-life imbalance, job dissatisfaction and even co- worker conflicts With these problems, the finding is investigated through in-depth interviews and real key issues are identified meticulously then After discovering the source of the root cause – work overload that affects the job stress in the bank, alternative solutions are designed and justified to abolish this hindrance with benefits bringing to the company and estimating how much the firm needs to be suffered Then, the implementation steps of action plan are also described in details to demonstrate effectiveness of the solution – job redesign that provides salesmen a job satisfaction PROBLEMS IDENTIFICATION: 1.1 Company background: Ocean Commercial Bank (OCB) was established on June 10, 1996; the corporation has nearly 200 trading units in 120 transaction points in all major cities and economic zones in the country OCB has affirmed its leading position with more than 5,000 staffs with high level of expertise, modern technology foundation and well-loved brands Over the years, OCB has experienced double the average growth rate of the industry The bad debt ratio has always been controlled at a low level, ensuring high and stable operating ratios OCB, the first Vietnamese bank, has completed a risk management project under Basel II (2017); that was rated by Moody's (one of the three most prestigious credit rating agencies in the world) and ranked B2 - the highest level of commercial banks in Vietnam; and OCB is the first bank in Vietnam having integrated channel, with the Omni Channel (2018) OCB always maintains to be among top banks in Vietnam and become a global prestigious bank in the near future Slogan "Belief and Prosperity" affirms that OCB brings value, prosperity to customers, partners, and shareholders; this will create a firm belief and support from customers, partners and shareholders for the Bank's operations Vision: Become a Leader of multi-functional bank in retail banking and small and medium enterprises in Vietnam Mission: Create the optimal solutions to bring the highest value to customers and investors, actively contributing to the common development of the community and society by building enthusiasm labor forced, understand the customer needs OCB Cho Lon branch Established in June of 2006 with only one transaction office and some employees At the moment, Cho Lon OCB branch has operated with four transaction offices and over 80 employees The personnel are divided in four departments including transaction department with 50 employees, sales department containing 24 salespersons, and legal department accounting for members and person with a role of cashier The OCB Cho Lon known as one of three branches having highest target and annual branch performance accounting for 8% of the corporation The key function of the OCB Cho Lon branch offers loan and capital mobilization that are also the same functions as other branches in the company and other of competitive banks The organization chart of OCB branch and the numbers of employees are showed up in the Figure as below (Sources from OCB Cho Lon branch) Figure 1: OCB Cho Lon branch organization chart With right business strategies, OCB Cho Lon in the previous two years successfully achieved the target of the year performance in such a way of over-expectation However, the fiscal year 2019 of the OCB Cho Lon branch was ended without good index of performance result Because of no target achievement of the year, this directly contributed to the whole organization in term of revenue decrease The financial statement of the year 2019 is to be analyzed in the Figure as below for demonstration Financial Statement (vnd bil) 2500 2000 1850 1820,4 2032,8 1464 1480 1500 2310 2072 960 1500 1305 1200 1132,8 1000 500 Target Achievement Target Fiscal year 2017 Achievement Fiscal year 2018 Loan Target Achievement Fiscal year 2019 Capital mobilization Source: Human Resource Department of OCB Cho Lon Figure Turnover rate in Sales Department of OCB Cho Lon From the financial statement above, it is easy to recognize that OCB Cho Lon, in the fiscal year 2017 regarding to loan segment, gained 123% over far from the target, and obtained 118% for the capital mobilization factor In the fiscal year 2018, the branch also achieved 112% over target toward to the loan section and acquired 118% for the capital mobilization element This is considered as an amazing result for the company in general and for the OCB Cho Lon branch in particular In the contrast, the fiscal year 2019 was considered as “noticeable year” to be analyzed to explore the reason why OCB could not achieve the expectations and target as expected The year performance just attained 88% regarding to loan criteria and only 87% for capital mobilization By further observation, the result in the fiscal year 2019 was even a little bit lower than the year 2018 Through analyses, the fiscal year 2019 of OCB Cho Lon negatively affected the business performance of the whole company Furthermore, going through the personnel – especially in the sales department - in the OCB Cho Lon, the voluntary turnover rate is notified with people left the company compared to in the previous year at the percentage double higher Therefore, this is also a point that needs to be concerned in the research From the literature reviews, according to Ampomah and Cubjor (2), the company may be negatively affected on providing services to customer when losing talent or key employees who have a profound impact on organizations Similarly, Aguinis (3) postulated that if a key performer leaves the company, it likely happens in such a way that a replacement for this position never obtains the same level Take a look at reality happening in the OCB Cho Lon branch, the deputy branch director shared: “High turnover rate has recently influenced to branch performance Take a sales team for example, eight salesmen left the company, especially including an elite employee; and as the consequence the team has been staying in the bottom position in results between sales teams in the branch Seldom did this happen in some previous years when the team had this person’s service; and he frequency presented in the top 10 bestsellers of the year in the corporation.” In general, employees titled talent are long-term assets of firms, and this was confirmed by Martin and Schmidt (4) Michael et al (5) published employees are assets of companies, so turnover is a high cost for companies in both tangible and intangible features and affecting to organization’s performance Additionally, Shaw et al (6) advocated, high turnover rate negatively effects workforce performance in term of low profitability levels and harmfully influences financial performance in term of hiring and training costs Thus, there were many findings mentioned in this section, and Solomon as cited by Sturman et al (7) established costs that organizations have to be suffered are calculated from 1.5 to 2.5 times of annual salary of laborer Overall, this can affect organizations’ performance and lead the company to another way if these talent people left the company and worked for competitors in the same industry Therefore, high voluntary turnover rate could be a symptom that needs to be validated, and then the problems need to be identified Analyzing and diagnosing the problems is essential to be taken place to discover potential causes Once root cause is identified, the thesis will provide the solutions and implementation plans to improve the company situation 1.2 1.2.1 Problems context: Symptoms: The finding is conducted with three groups: Group one consisting of deputy branch director, sales manager and salesmen who are still working for the OCB Cho Lon branch, the second group with salesmen who left the Cho Lon branch already, and the last group including three sales managers in HCM, Ben Thanh and Phu Nhuan branch Based on the data from Human Resource Department of OCB Cho Lon provided by the deputy branch director, the voluntary turnover rate of salesmen in the fiscal year 2019 is higher than two previous fiscal years To clearly demonstrate about this, the table as below shows the result of turnover rate of the OCB Cho Lon branch Turnover Rate in Sales Department Average Number of Sales Managers Quit Turnover Rate Average Number of Salesmen Quit Turnover Rate Fiscal year 2017 Fiscal year 2018 Fiscal year 2019 Fiscal year 2020 3 3 0 0% 0% 0% 14 18 21 24 14.3% 22.2% 38.1% Source: Human Resource Department of OCB Cho Lon Table Turnover rate in Sales Department of OCB Cho Lon 2019 From the table above, it showed that the turnover rate of Salesmen in the fiscal year (FY) 2019 at 38.1 percent, which significantly higher than the FY 2018 and far over double higher than FY 2017 This means that the voluntary turnover rate is straight upward and no signal of stopping In this case, the number of turn overate 38.1 percent seems to illuminate that working in the banking industry is not easy at all As the matter of the fact, banking is known as a difficult industry for employees to work in, and this can be more demonstrated through the post survey from seminar report of Talentnet-Mercer in October 2018 (8) (Table 2) - the voluntary turnover rate of Banking with 19.6 percent was in the top industries in Vietnam market Compared to turnover rate in Sales Department of OCB Cho Lon branch in the previous year salesman here but, eventually, he is working for another bank with higher position – manager Question 7: I know that there are sales teams in the branch, you usually help other salesmen in your team and vice versa? Answer: Although working as a team but there are multi-tasks need to be done per day, I have to deal with all of them by myself It is difficult to have a help from another one because salespeople have a bunch of work and they also need to obtain the target; therefore, we have no time for supporting others If I have time, I will help them especially toward to new comers Question 8: Knowing that, it is more and more difficult to find customer As you mentioned the term of fighting-over-customers How you think about this? Answer: “Fighting over customers is not strange to salespeople Once information of customers is revealed, anyone of salesmen can contact to these customers as long as these ones are not captured by other competitors.” Question 9: With many difficulties in the job, have you ever been stress in your job? Answer: Absolutely! Everything needs to be aware here You know, the strain from work made me crazy and easily lost control in dealing with problems I usually finish the work until pm and then feel very tired in the following day Moreover, the work environment here is actually not for normal salespeople because they have to protect themselves from external and internal competition The co-workers here are also my competitors as well Question 10: You usually go home late How about your family? Do they understand that this is a specific job you are working? Answer: I have not got married yet, but it will be significantly concerned when I get married Regarding to salesmen who got married and have children, some of them left out of the bank area and worked for other industries Question 11: Can you share me what you usually when having a lot of works waiting to be solved or stresses you are facing to in your jobs? Answer: When having a lot of things in the work waiting to be finished, I just want to sit back and nothing However, I still have to meet customers if having a schedule because as a professional salesman, it is extremely important to keep the promise As you know, the result would be usually not good when seeing customers with a bad mood Question 12: What you want the company for sales team, especially for yourself? Answer: With the workload that we are in charge of is so much and, if it can, the company should reduce the tasks in order to let salesmen work effectively Question 13: Do you think it is necessary to have another department to support for sales team? Answer: Do not need one department If having another person for reminding customers who have overdue debt or upcoming deadline debt of payment to the bank, this can help salesmen reduce workload and save time to seek new customers Question 14: What you think if the company provides salesmen training programs to improve sales skills? Answer: This is fantastic if the company that In my opinion, training needs displaying often so that salesmen have opportunities to earn knowledge or tactics from experts for hard skills and soft skills that helps salesmen cope with the incidents II Group 2: (Interviewee who left the OCB Cho Lon branch already) Interviewee: A left salesman who used to work for OCB Cho Lon branch Question 1: How long did you work for the OCB Cho Lon branch? Answer: I worked for the OCB Cho Lon branch about year Question 2: How long did you quit the job in the OCB? Answer: It was about months ago Question 3: Do you think the OCB is a good place to work with good compensation for employees? Answer: If it was a good place, I could not quit the job It is just good when you achieve the target but it is not easy at all In case salesmen could not reach the target, the received salary would be cut down and salesmen like me just want to find another place to work for rather than spending a lot of time for this company with the career insecurity Question 4: What think about the company’s policy related to cut-down-salary? Answer: Everybody earns money to take care their family’s life and spending money on personal cares for themselves However, with the policy of the company, the salary will be low down and even be terminated labor contract if you could not meet company requirement, and this criteria is just shown up on the single personal result I used to raise idea in the meeting that the company should take a look back of the policy related to pay for performance because nobody not want complete the target If not, the target should reasonable to achieve Question 5: How you think about the target offering to salesmen? Answer: Annually, the target offered by sales manager is more and more, salespeople like me have to chase the target unceasing to meet clients in or even out of working time, and after coming back to the office, we continue with our paper work such as daily report and checking whether clients’ documents is eligible or not Honestly, we are usually finishing the day quite late rather than others working in the office only Question 6: Could you shared some information of the job you worked in the OCB Cho Lon branch? Answer: It is also the same function with other banks and salesmen’s mission is to bring customers to the company as many as possible The time I worked for OCB seemed from nine to ten hours per day In the day time, after seeing customers to introduce and sell of OCB products, I had to a check whether these customers meet our requirement related to financial security and eligible status or not Furthermore, the setting actions plan and updating report through online system daily made me burnout The thing also needs mentioning here is that I have no time for family and even for my leisure In general, it is a place to train your stamina Question 7: Do you usually help other salesmen in your team, especially new comers? Answer: Sometime I think these new comers are also good salespersons as well However, everybody needs time to adapt to new environment working and culture in new workplaces The adaptability depends on employees’ characteristics and knowledge they experienced Actually, to be a salesman in the OCB bank, these candidates had to spend some recruitment rounds from the banking – associated tests to soft skills - dealing with incidents with customers Question 8: Can you share me what is the reason why you left the OCB? Answer: I realized that there were many things I dissatisfied such as the salary-cut-down, high target and especially poor cooperation between salespeople They always want to get as much customer as they can so that these people easily ignore others when they need helps Laborers almost work for two main reasons: one for earning money and the other for passion To me, both of them need balancing because nobody can work in a long time without passion and unexpected salary Therefore, the company’s policy related to salary is one of reason I left the company With the company’s policy, salesmen just receive the basic salary corresponding to the quota offered from managers III Group 3: (Interviewees who are working in other branches of OCB company) Interviewee: Sales manager of OCB HCM branch Question 1: Knowing that you are a sales manager in the OCB HCM branch, can you share to me how the turnover rate in your branch in the past three years? Answer: I not remember exactly how the turnover rate was in previous years, but as far as I know is that there were employees who quit the company in 2019 and the level of turnover rate was higher and higher Question 2: Can you share to me how about your business performance in the year 2019? Answer: With the 5-employee-left-the-company, after doing analysis from board of directors, the branch business performance is a bit negatively influent comparing to previous years Fortunately, the branch finally finished the year 2019 with just enough to achieve the target Interviewee: Sales manager of OCB Ben Thanh branch Question: Knowing that you are a sales manager in the OCB HCM branch, can you share to me how the turnover rate in your branch in the past three years? Answer: In two previous years, there were some cases of quitting the job from sales department This also contributed to make the business performance of the branch go in such a way of no expectation Particularly, the Ben Thanh branch could not gain the target offered by corporation Interviewee: Sales manager of OCB Phu Nhuan branch Question: Knowing that you are a sales manager in the OCB HCM branch, can you share to me how the turnover rate in your branch in the past three years? 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