Poor training quality in saigon commercial bank– chinatown branch’s corporate banking department

UNIVERSITY OF ECONOMICS HO CHI MINH C International School of Business Nguyen Dinh Quang POOR TRAINING QUALITY SAIGON COMMERCIAL BANK– CHINATOWN BRAN DEPARTMENT MASTER OF BUSINESS ADMINISTRATION Ho Chi Minh City – Year 2020 UNIVERSITY OF ECONOMICS HO CHI MINH International School of Business Nguyen Dinh Quang POOR TRAINING QUALIT SAIGON COMMERCIAL BANK – CHINATOWN BRAN DEPARTMENT MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: Dr Doan Anh Tuan Ho Chi Minh City – Year 2020 EXCUTIVE SUMMARY Banking industry nowadays has been witnessing a lot of development, enhancing on its technology and global competition within commercial banks According to the strategy of expanding the market, Saigon Joint Stock Commercial Bank (SCB) has a vision to create more than 50 branches and agencies throughout Vietnam from 2020-2022, that means SCB significantly needs of a high quality training and huge personnel to effectively act the business plan Training is considered as one of the most fundamental aspects of human interaction and for organizations, it has become the main tools for achieving their strategic competitiveness More importantly, the quality of workforce within any departments plays a great role to the success and high profits of commercial banks nowadays Moreover, team co-operation also has been found to benefit companies’ sustainability efforts and performances Clearly, training is more likely to be successful if it is well-managed and well-concerned However, SCB – Chinatown Branch’s Corporate Banking Department has been experiencing high turnover rate as well as low profits for many years due to poor quality of training for employees The biggest problem of SCB – Chinatown Branch’s Corporate Banking Department is dealing with poor quality of training This makes the new employees in the Corportate Banking Department not catch the job requirements at once The quality of customer appraisals in this department is inefficient and causes bad debts increasing Moreover, the lack of sales skills also leads to a considerable decrease in capital sales and credit Low ability of working mostly leads to increasing pressure on employees and raising the rate of quitting job at the branch Due to distinct limitations, this thesis expects to propose potential solutions to boost the quality of current training at SCB – Chinatown Branch’s Corporate Banking Department in particular and in SCB’s system in the whole country Firstly, the training has to set a specific and methodical plan, consistent with the working scheme of the staff Secondly, the training programs have to be established relying on actual requirements of work tasks Thirdly, the trainers are required to have deep professional knowledges and lots of practical experiences Finally, after each training course, it is more effective if there is an objective and general assessment of the quality of the deployed training course Therefore, the branch in particular and SCB’s whole system in general can learn from experience and thoroughly improve the quality of staff training ACKNOWLEDGEMENTS This study was conducted as my thesis under the level of Master at the Master of Business Administration Program in 2019 I am honoured to give my sincere gratitudes to Doctor Doan Anh Tuan for all his support, encouragement, valuable suggestions and precious advices throughout the period of this study I would also like to take this chance to show my gratitudes to all wonderful colleagues at workplace and classmates at ISB for their continuous help I must also send my sincere thankfulness to my parents for their continuos encouragement and support Nguyen Dinh Quang TABLE OF CONTENTS EXECUTIVE SUMMARY ACKNOWLEDGEMENTS COMPANY INTRODUCTION 1.1 General information about Saigon Joint Stock Commercial Bank – Chinatown Branch 1.2 SCB – Chinatown Branch’s Corporate Banking Department EXISTING SYMPTOMS 2.1 High turnover rate 2.2 Low sales 2.2.1 Mobilizing capital activity 10 2.2.2 Credit activity 11 2.3 High bad debt ratio 12 2.4 High provisioning expense 16 2.5 Low profit 19 2.6 Negative cash flow situation 22 PROBLEM IDENTIFICATION 24 3.1 Potential problems 24 3.1.1 High workload 24 3.1.2 Inappropriate compensation regime 27 3.1.3 Poor quality of training courses 29 3.2 Problem validation 32 3.2.1 Problem definition 32 3.2.2 Problem existence and validation 32 3.2.3 The importance of the main problem 34 CAUSE IDENTIFICATION 35 4.1 Potential causes 35 4.1.1 Unclear training targets 36 4.1.2 Unprofessional trainers 37 4.1.3 Poor training methods 38 4.1.4 Unpractical contents of training 41 4.1.5 Ineffective time management of training 41 4.1.6 Inappropriate frequency of training 41 4.1.7 Insufficient training equipments 41 4.1.8 Lack of feedback after training 42 4.1.9 Lack of training evaluation 42 4.2 Cause validation 42 4.2.1 Unclear training targets 42 4.2.2 Unprofessional trainers 43 4.2.3 Lack of training evaluation 43 ALTERNATIVE SOLUTIONS 44 ACTION PLAN 54 SUPPORTING INFORMATION 58 REFERENCES 89 LIST OF TABLES Table 1: Concepts about group of loans Table 2: Non – performing loans of SCB – Chinatown Branch and Corporate Banking Department in 2019 Table 3: Ratio of detailed provision Table 4: Provision expenses of SCB – Chinatown Branch and Corporate Banking Department in 2019 Table 5: Breakdown income report of SCB – Chinatown Branch in 2019 Table 6: Breakdown cashflow report of SCB – Chinatown Branch in 2019 Table 7: A summary of some researchers’ comments on the role of key factors in a training course Table 8: Estimated cost for developing professional trainers Table 9: Estimated cost for enhancing the quality of training evaluation Table 10: Action plan LIST OF FIGURES Figure 1: SCB – Chinatown Branch’s organizational structure Figure 2: Personnel structure arranging to work experience of SCB – Chinatown Branch’s Corporate Banking Department in 2019 Figure 3: Turnover rate of SCB – Chinatown Branch and Corporate Banking Department from 2017-2019 Figure 4: Total deposits of SCB – Chinatown Branch and Corporate Banking Department in 2019 Figure 5: The rate of implementing SCB – Chinatown Branch and Corporate Banking Department in 2019 Figure 6: Credit balance of Corporate Banking Department in 2019 Figure 7: The NPL ratio of SCB – Chinatown Branch and Corporate Banking Department and HCMC Region’s Corporate Banking Department in 2019 Figure 8: Provision expense of SCB – Chinatown Branch in 2019 Figure 9: Proportion of provision expense of SCB – Chinatown Branch and HCMC Region in 2019 Figure 10: Total post-provision profit of SCB – Chinatown Branch and HCMC region in 2019 Figure 11: Loan to deposit ratio of Chinatown Branch, Corporate Banking Department in 2019 Figure 12: Interest and similar receipts of SCB – Chinatown Branch in 2019 Figure 13: The average income of typical commercial banks in 2019 LIST OF DIAGRAMS Diagram 1: A stress-specific job model Diagram 2: The initial cause – effect map Diagram 3: Updated cause – effect map of SCB – Chinatown branch’s Corporate Banking Department Diagram 4: Benefits of effective training targets Diagram 5: Popular training methods Diagram 6: Final cause – effect map of SCB – Chinatown Branch’s Corporate Banking Department COMPANY INTRODUCTION 1.1 General information about Saigon Joint Stock Commercial Bank – Chinatown Branch In order to expand the headquarter to improve customer service quality better, from 18th October 2010, Saigon Commercial Joint Stock Bank – An Dong Brach officially changed its name to Chinatown Branch and opened operating at the new location: No 76-78-80 Hai Thuong Lan Ong, Ward 10, District 5, Ho Chi Minh City The total number of current employees of the branch consists of 58 employees and has 04 departments The branch provides all the products which SCB 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 not only contributes greatly to the development of SCB, but also helps to building a local economy to actively develop and support individuals and organizations in the area with convenient circumstances to build families and develop business activities Since its establishment, the branch always strives to excellently complete all tasks assigned by SCB’s the Board of Management Particularly in 2018, due to bad debt increasing, business efficiency brought quite limited and only completed the tasks Over 10 years of operation, the total deposits at the end of the period at 31st December, 2019 is VND 21.508 billion, accounting for 3% of the total deposit in Ho Chi Minh City region and the total outstanding loans are VND 11.935 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 31st December, 2019 is VND 4,250 million Source: Internal SCB – Chinatown Branch’s Report 2019 Figure 1: SCB – Chinatown Branch’s organizational structure 1.2 SCB – Chinatown Branch’s Corporate Banking Department Corporate Banking Department of SCB – Chinatown Branch is responsible for originating and managing the relationships with corporates with focus in Ho Chi Minh City and selected provinces in South of Vietnam Corporate Banking’s portfolio comprises of a wide Corporate Banking Department of SCB – Chinatown Branch is responsible for originating and managing the relationships with corporates with focus in Ho Chi Minh City and selected variety of industry segments The Corporate Banking Department is one of the key departments of SCB – Chinatown Branch in generating revenues and profits The department currently has 58 employees including 01 Director and 01 Deputy Director, 27 officers in charge of small and medium corporates, 25 officers in charge of large corporates and 04 international payment officer The key activities of the department are raising deposit and lending from corporate customers, Appendix 5: Transcription summary Q&A Coding Classification Name and current job: Mr Nghiep: My name’s Nguyen Thanh Nghiep I'm the director of the corporate banking department at SCB – Chinatown branch Ms Thanh: I am Nguyen Le Hoang Thanh I'm the deputy director of the corporate banking department at SCB – Chinatown branch Mr Dung: My name’s Nguyen Huu Dung I'm a corporate customer relations senior executive officer of the corporate banking department at SCB – Chinatown branch Mr Minh: My name’s Nguyen Quang Hoang Minh I'm a corporate customer saleman of the corporate banking department at SCB – Chinatown branch Ms Oanh: My name’s Dam Thi Kieu Oanh I'm a corporate customer relations product and policy senior officer of the corporate banking department at SCB – Chinatown branch - Director of corporate banking department at SCB – Chinatown branch - Deputy Director of corporate banking department at SCB – Chinatown branch - Some typical officers of corporate banking department at SCB – Chinatown branch - The current working position Q1: How long have you worked at SCB – Chinatown branch’s the Corporate Banking Department? And what is your current experience? Mr Nghiep: I have experienced over 09 years of working at SCB – Chinatown branch and have worked over 05 years in the corporate banking department Ms Thanh: I have experienced over 08 years of working at SCB – Chinatown branch and have worked over 02 years in the corporate banking department Mr Dung: I have experienced over 06 years of working in the banking corporation Moreover, I have worked over 05 years at the corporate banking department at SCB – Chinatown branch Mr Minh: I have experienced over 05 years of working in the banking field In addition, I have worked over 03 years at the corporate banking department at SCB – Chinatown branch Ms Oanh: I have experienced more than 05 years of working in the banking industry, and my working duration at SCB – Chinatown branch is over 03 years However, my working time in the corportate banking department is just about 03 months - Respondents’ working experience Q&A Q2: What standard you often evaluate in your job career: Workload? Income? Stability or promotion/career development opportunities? Mr Nghiep: In order to assess a bank, there are many aspects to consider I think promotion opportunities and the working environment conditions are one of the most essential aspects for staff Ms Thanh: Generally, almost workers leave their job mostly through comparing level of income with other commercial banks within the same area However, they ignore essential elements such as promotion opportunities, welfare policies, working environment, etc Mr Dung: Now, I have priority to select good working environment conditions to learn more practical experiences and stabilize my life Mr Minh: In my opinion, good banks definitely have to provide great conditions for staff to develop their job careers Actually, promotion opportunities are the target I want to achieve during my career Ms Oanh: The chance to get more useful knowledges to apply in practice from a great working environment is what I need most Q3: How many number of staff are there in your department? What is the minimum number of staff essential to run your department’s operation? How you think about their working experience? Is the current number of employees at the department able to get the job requirements? Coding - Promotion opportunities and working environment conditions - Promotion opportunities, welfare regime,working environment - Standard to pursue job careers - Stable working environment conditions - Promoting opportunities - Practical experiences, good working environment - 58 staff: 08 new people Mr Nghiep: The total number of staff in the corporate banking department is 58, far surpassing 08 employees compared to the normal standard Particularly, it has 08 new staff and those people have less than one year experience in this fiel This rate occupies for 14% of the total staff of the department Classification - Current personnel of the corporate banking department Q&A Q4: As you all known, the business performance of your department are going down both in capital and debt What troubles are you dealing with? Mr Nghiep: SCB – Chinatown branch’s business performance in 2019 was sharply lessened in comparison with 2018’s results The credit balance and deposit balance were also low compared with the initial business plan The branch’s overall profit is only reached 69.3% of 2018’s results The majority of reasons derive from bad debts rising Actually, we need to concentrate on processing, thereby significantly influencing the effectiveness of product sales and customer development Moreover, human resource fluctuation is also one of the troubles that the department are facing Ms Thanh: During 2019, our personnel suffers 15 cases of leaving and moving to other departments Simultaneously, we also recruit more new people and this significantly impacts the quality of management and business At once, staff’s work pressure becomes more and more intense when both business development and bad debt handling have to be completed Q5: How you assess about the working environment at SCB – Chinatown branch’s the Corporate Banking Department? In your opinion, is your work overloaded? How can it impact on your personal life and yourself if it is over with your balance? Mr Nghiep: In facts, work pressure at the branch is quite heavy Most people usually start working early and leaving the office quite late Due to long working time, they almost lack of caring from their family In case their family sympathizes and understands, it is helpful to them, otherwise they must suffer more pressure from their family Ms Thanh: In my opinion, our current working environment at the department is suffering high pressure Actually, staff have to look for effective ways to maintain existing customers, approach and develop new ones and cross-sell products Morever, they also highly concentrate on handling customers’ problems Simultaneously, loans management is also quite hard to handle Accordingly, they even mostly bring their work home to solve and listen to customers’ phone calls as their needs Coding Classification - High turnover rate - Rising NPL rate - Low business performance - Low profit - Intense work pressure - High workload - Heavy work pressure - Typical symptoms of SCB – Chinatown branch’s business performance - Assessment of the current working environment Q&A Mr Dung: I often go to the office at am and even back home after pm I sometimes must work overtime on Sunday or holidays to deal with customers’ loans Luckily, I am still in single life, therefore pressure from the family is insignificant Generally, the high work pressure happening for a long time will negatively influence my work-life balance Coding Classification Q6: How you assess the compensation at SCB – Chinatown branch’s the Corporate Banking Department deserved to your contribution? If it is not deserved, please move to the next question Mr Dung: In facts, the compensation policy at the branch is not really great According to the current policy, vacation is organized once in summer every year of working Beside that, the cost of each person is about VND million If any one can not arrange to attend, they will lose this policy Moreover, special preferential policies are also not applied for participating family members Ms Oanh: The compensation at SCB are not fascinating to staff in comparison to other banks Currently, other banks in the same area get relative good regimes, as follows: special insurance policies, additional vacation trips in one year, competing programs of rewarding best sellers or excellent staff, etc Q7: Which impacts of the unfairness between contribution and compensation toward the work performance and the level of staff incentives? - Not great Mr Dung: In my opinion, incompatible compensation regime does not only makes them disappointed and bored but also dispirits staff’s inspiration and motivation to contribute all their efforts to the department Accordingly, lots of negative effects will increase such as high turnover rate and lacking of encouragement or inspiration to enhance the effectiveness of works Mr Minh: Honestly, I feel quite unfair as our team - Discourage staff to contribute all their efforts; High turnover rate and decreasing work efficiency - Not fascinating to staff - The compensation policy at SCB – Chinatown’s the corporate banking department - Impacts of the unfairness between contribution and compensation Q&A always work diligently but SCB’s remuneration is not deserved to our efforts Actually, the risks of work and pressure is quite high but the compensation policy is not really great Coding - Feel unfair and incompatible compensation policy Classification Q8: Are you comfortable with the current working environment at your branch or you have any recommendations to enhance the current situation here? Mr Dung: My career orientation is working in the banking sector but my current workload at the department is quite high and it mostly leads to high pressure In addition to main tasks, I also take responsibility to instruct and manage new staff Moreover, I also try to support them manage existing loans, handle bad debts well as well as developing new customer bases Therefore, it will cause many pressures and diffculties Mr Minh: At this time, I am responsible for bad debt management and managing over 15 corporate customers, thus my work is quite stressful Moreover, I also support my boss train new employees and I expect them to quickly understand their job to lessen our burdens - High pressure and heavy workload - Employees’ experience about their job Q9: In your viewpoint, what are the main causes leading to high turnover rate at this department? Among them, which personnel problems are the department dealing with, leading to the instability of human resource management at this time? Mr Nghiep: Inappropriate personnel policies and high work pressure are causes leading to high turnover rate at the department In practice, most of employees are desirable to look for less stressful jobs In my opinion, the main cause of this issue is the poor quality of training course Ms Thanh: Somehow, most of female employees have to consider to swap their families for job careers Therefore, lasting working hours negatively impact their work-life balance Accordingly, they tend to look for a better job opportunity for themselves to balance their life - Inappropriate personnel policies and high work pressure; Poor quality of training course Ms Oanh: Actually, some people were not well-trained and thus they definitely lack of confidence to well perform in their assigned works As a consequence, they expect to get jobs with less risks - Expect to get jobs with less risks - Look for a better job opportunity - The main causes leading to high turnover rate at the department Q&A Q10: How you assess about effectiveness of personnel training courses? Is it great? How does it impact on staff and the business results of SCB – Chinatown branch’s the Corporate Banking Department? Mr Nghiep: Actually, almost employees in the department are new ones Most of them have attended some training sessions but they have not been experienced practical works They also have to depend on supports from experienced formers or direct managers in the department Ms Thanh: For my viewpoint, our quality of training courses is quite poor The content of training sessions has not supported staff have sufficient knowledges and confidence when they approached and handled actual assignments As a result, it raises work pressure and management pressure on other staff As employees’ skills and knowledges are not met to job’ requirements, it will lead to increasing NPL of SCB – Chinatown branch Mr Dung: In practice, corporate lending product is quite complicated and needs highly qualified employees to handle with customers Moreover, they have to be specialists with good sales skills and negotiation skills In addition, good skills of loan management and customer appraisal are required to perform job well Conversely, bad debts at the branch will increase and they must need much time to collect all debts In conclusion, high work pressure is the main reason leads to insufficient time of guiding and training new staff Mr Minh: We really like new colleagues and would like to have the chance to support them get insight of their work However, due to high work pressure, we not spend enough time to interact with them like their desiration In reality, this sometimes makes our relationship more distant Coding - Classification Inefficient training courses - Raising pressure for employees and managers; Icreasing NPL - The effectiveness of training courses and its impacts - Needing more time to collect all debts - Lack of interaction between staff Q&A Q11: Which causes lead to this problem and the effect of these ones on SCB – Chinatown branch’s the Corporate Banking Department? Coding Mr Nghiep: The training content is almost theorectical knowledges and it is inconsistent with real job requirement with high practical experience in the department Nowadays, communites and societies are growing and complexing, thereby risks in practice are also more complicated and unforseen than ever Thus, employees are required to be good at skills of communication and problem solving to be able to maintain existing customers and develop new ones Ms Thanh: In SCB’s academy institution, most of lecturers are unprofessional trainers Actually, most of them get practical experiences but they still lack of pedagogical skills Other lecturers not have sufficient practical experiences and thus they can not meet learners’s expectations - Unpractical training content Ms Dung: Because of the inefficient assessment of training targets, lots of held courses are inappropriate for the branch’s actual training needs and inconsitent with potential learners However, within each branch, the targeted number of learners for each course is assigned by the training department, and in practice this makes training inessential when it just follows training targets, but not from the real needs of each branch Accordingly, the training not only lessens its meaning and role, but also reduces the efficiency of personnel utilization and wastes personnel resources at the branch In practice, the quality of training and its content mainly based on subjective evaluation but has not been enhanced depended on evaluation of previous training courses Therefore, SCB’s current posttraining evaluation is also inefficient and it makes the initial training targets and outcomes have a big difference Mr Minh: Training targets at the branch are still quite vague, due to not precisely confirming the real training needs Obviously, this significantly reduces the quality of training In addition, some of training courses are frequently set up but they are truly unnecessary for actual job requirements Otherwise, essential and useful courses for development of employees that are very rarely held Therefore, the branch are totally passive in balancing and arranging personnel to take part in courses required by SCB’s academy institution Ms Oanh: The training frequency of SCB is - Insufficient training evaluation; Unpractical training content Classification - Amateur trainers - Unclear training targets - Unsuitable frequency of training - Causes leading to the main problem at SCB – Chintatown branch’s the corporate banking department Q&A unsuitable Actually, it has many courses held mostly at the beginning of the year and this makes more difficulties for employees who want to attend due to few training courses in their convenient time Because of the undiversified form of training, it can not be as employees’s expectations, thus it is easier for them to leave the course Coding Classification Q12: In your opinion, should you propose any advices to support the branch thoroughly solve this problem? Mr Nghiep: The training content should be adjusted to be appropriate for actual work requirements and towards practicality Ms Thanh: Lecturers should be thoroughly trained about diversity in practical knowledges and pedagogical skills Mr Dung: The task of evaluating effects of posttraining and determining practical training needs should be approached and concentrated on modern ways Mr Minh: The determining of training needs should derive from the practical situation of the branch Ms Oanh: The frequency of training courses should be appropriate to enhance the effectiveness for the actual - Adjusting the training content suitable for work requirements and practicality - Well trained lecturers with rich in practical knowledges and good pedagogical skills - Evaluating effects of post-training and determining practical training needs - Determining practical training needs - Building the more appropriate frequency of Recommendations to solve this problem from key people Q&A work requirements and avoid wasting time and human resources Moreover, training methods also should be more lively and diverse to meet trainees’expectations Thereby, the trainees can have losts of methods to choose the best suitable one for their actual working conditions to effectively boost the ability of reception Coding training; Diversifying training methods Classification REFERENCES (1) Alshatti, A S The effect of credit risk management on financial performance of the Jordanian commercial banks 2015; 12(1):338-345 (2) Schaufeli, W B., & Peeters, M C Job stress and burnout among correctional officers: A literature review International Journal of stress management 2000; 7(1):19-48 (3) Qureshi, M I., Iftikhar, M., Abbas, S G., Hassan, U., Khan, K., & Zaman, K Relationship between job stress, workload, environment and employees turnover intentions: What we know, what should we know World Applied Sciences Journal 2013; 23(6):764-770 (4) Parker, D F., & DeCotiis, T A Organizational determinants of job stress 1983 (5) Bolino, M C., & Turnley, W H 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(4):740 (6) Jaramillo, F., Mulki, J P., & Solomon, P The role of ethical climate on salesperson’s role stress, job attitudes, turnover intention, and job performance Journal of Personal Selling & Sales Management 2006; 26(3): 271-282 (7) Li-Ping Tang, T., Kim, J K., & Shin-Hsiung Tang, D Does attitude toward money moderate the relationship between intrinsic job satisfaction and voluntary turnover? 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??s bad debts In January 2019, this index of the Corporate Banking Department. .. – Chinatown Branch and Corporate Banking Department in 2019 Figure 6: Credit balance of Corporate Banking Department in 2019 Figure 7: The NPL ratio of SCB – Chinatown Branch and Corporate Banking