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

COMPANYINTRODUCTION

GeneralinformationaboutSaigonJointStockCommercialBank–Chinatown Branch

Inordertoexpandtheheadquartertoimprovecustomerservicequalitybetter,f r o m 18 thO ctober2010, SaigonCommercial Jo in t StockBank–

AnDongBr ach officiallychangeditsnametoChinatownBranchandopenedoperatin ga t thenewlocation:No.76-78-

80HaiThuongLanOng,Ward10,District5,HoC h i M i n h C i t y T h e t o t a l n u m b e r o f c u r r e n t e m p l o y e e s o f t h e b r a n c h consistsof58employeesandh as04departments.

ThebranchprovidesalltheproductswhichSCBhaswiththediversityando utstanding competitivenesscomparedtootherbanksinthesamearea:S a v i n g s deposits,d epositsflexibleaccumulation,lendingtolargeenterprises,small andmediumenterprise s,smallhouseholds,super- largeenterprises,cardp r o d u c t s , etc.Thebranchnotonlycontributesgreatlytot hedevelopmentofSCB,b u t a l s o h e l p s tob u i l d i n g a l o c a l e c o n o m y t o a c t i v e l y d e v e l o p a n d supportindividualsandorganizationsintheareawithc onvenientc i r c u m s t a n c e s tobuildfamiliesanddevelopbusinessactivities. Sinceitsestablishment,thebranchalwaysstrivestoexcellentlycompleteallt a s k s assignedbySCB’stheBoardofManagement.Particularlyin2018,duet o b a d d e b t i n c r e a s i n g , b u s i n e s s e f f i c i e n c y b r o u g h t q u i t e l i m i t e d andonly completedthetasks.

Over10yearsofoperation,thetotaldepositsattheendoftheperiodat31 stDecemb er,2019isVND21.508billion,accountingfor3%ofthetotaldepositi n HoChiMinhCityr egionandthetotaloutstandingloansareVND11.935billion,accountingfor1%o ftheregion’stotaloutstandingloanswiththetotalprofitachievedaftersettinguptheriskpr ovisiontotheendof31stDecember,2 01 9isVND4,250million.

SCB–ChinatownBranch’sCorporateBankingDepartment

ChinatownBranchisresponsiblefororiginatingandmanagingtherelationshipswit hcorporateswithfocusinHoChiMinhCityandselectedprovincesinSouthofVi etnam.CorporateB a nk i n g ’ s portfoliocomprisesofawideCorporate Ba nkingDepartmentofSCB–

C h i n a t o w n B r a n c h i s r e s p o n s i b l e f o r o r i g i n a t i n g a n d managingt h e r e l a t i o n s h i p s withcorporateswith focusinHoChiMinhCityandselect edv ar ie t y ofindustrysegments.

C h i n at o wn Branchingeneratingrevenuesandprofits.Thedepartmentc urrentlyhas58employeesincluding01Directorand01DeputyDirector,27o f f i c er s inchargeofsmallandmediumcorporates,25officersinchargeoflargecor poratesand04internationalpaymentofficer.Thekeyactivitiesofthedepartmentarerais ingdepositandlendingfromcorporatecustomers,cross- sellingotherproductsr e g a r d i n g corporates T ot al outstandingloansof t his departmentat31stDecember,2019wereVND11.435billionandthetotal d e p o s i t wasVND13.657billion.

ChinatownBranch.However,d u ri n g thecurrenthardtimeofoperation,thisdepartmentbe ginstoshowsignso fgoingdownwhileoperating.Therefore,thisthesiswillfindoutandindicat ethecausesandeffectsofthisissueatSCB–

EXISTINGSYMPTOMS

Highturnoverrate

The personnel in the department are categorized into three distinct experience levels First, there are 12 employees with three years of experience or more, representing 21% of the total workforce Second, 17 employees have between one and three years of experience, making up 29% of the department Lastly, the largest segment consists of 29 employees with less than one year of experience, accounting for 57% of the total personnel in this department.

Ch i n at o wn Branch’sCorporateBankingDepartmentin2019

ChinatownBr an ch’ s CorporateBankingDepartmentfrom2017to2019comparedtoo therdepartmentsinSCB–ChinatownBranch.Thereby,itindicatesthattheturnoverr a t e a t theCorporate

BankingDepartmentwasrisingsignificantlyannually:Itw a s 36%in2017,slightl yupto43%in2018andsharplyrisedupto64%in2 0 1 9 Ingeneral,thisratio oftheCorporate BankingDepartment was muchhigherthanotherdeparmen tsatSCB–Chinatownbranch.

Lowsales

Totaldep os it a n d cre di t sa l es a r e th e t w o majorcriteriast ha ttheC o r p o r a t e B a n k i n g D e p a r t m e n t isr e q u i r e d toe x e c u t e N e v e r t h e l e s s , t h e b u s i n e s s performancein2019ofthisdepartmentisconsiderablylowcompare dtothea n n u a l planandHoChiMinhCityregion’splan.

ChinatownBranch’sCorporateBankingDepartmentat D e c e m b e r 2 0 1 9 w asV N D 1 3 6 5 7 b i l l i o n , c o n t r i b u t i n g 3 9 % o f t h e t o t a l d e p o s i t ofS CB–

ChinatownBranch(VND34.846billion)andonlyreached28%o f year2 0 1

9 ’sp l a n T h e r a t i o o f t hisi m p l e m e n t a t i o n wasq u i t e l o w comparedt othe implementationrate oftheRetailBanking

Department(VND4 8 5 1 billion,reaching89%ofyearplan),theCustomerS erviceDepartment(VND875billion,reaching82%ofyearplan),thePremierC ustomerServiceDepartment(VND2.125billion,reaching90%ofyearplan)a ndChinatownBranchrespectively(Reaching88.6%ofyearplan).

ChinatownBranchandachieved57% targetplanof2019.IncomparisonwiththeR e t a i l D e p a r t m e n t ( 1 1 0 5 % ) a n d C h i n a t o w n B r a n c h ( 1 0 0 8 % ) , t h e C or p o r at e BankingDepartmen twasextremelylower.Morever,theexecutionofthedebtbalanceinthedepa rtmenthadatrendofdecreasing:FromVND

11.593billioninMay2019toVND11.435billioninDecember2019.Althought h e CorporateBankingDepartmentachieved57%targetplanofyear2019bynetincreasingVND170billion,totalcreditactivitywasdecreaseddramaticallyV N D 200billionduetotheleaving ofcurrentcorporatecustomers.

Jan Feb Mar AprMay Jun Jul Aug Sep Oct NovDec

Highbaddebtratio

AsAli (1)said, creditriskisthemostbasicandmostimportantriskwhichbanksc o u ld befaced ,becausecreditactivityisoneofthemainsourcesofincomeforcommercialbanks.Inor dertoevaluateandanalyzethequalityofloans,theStatebankissuedCircula rNo.02/2013/TT-

NHNNdated21stF e b r u a r y ,2013w i t h accompanyingamendments.Ontheb asisofthecircularsissuedbytheStatebank,SCBhasclassifieddebtsaccordingto thefollowinggroups:

FromJanuarytoMay2019,thebaddebtratioofthebranchachieved3%whichw as muchhig herthanHoChiMinhCityregion’stheaverageindex(1.5%).However,a t t h e e n d o f M a y 2 0 1 9 , t h i s r a t i o o f SCB–

C h i n a t o w n Branchs u d d e n l y rised from3%t o 4 % i n J u n 2 0 1 9 , f a r surpas singt h e r e g i o n ’stheaverage index(1.5%).Thisratiomostlyremainedunch angedoronlyslightlyf l u c t u a t e d from4%to5%

(fromSeptembertoOctober2019)andisrelativelysteepcomparedtotheregion’sthe overallcircumstance.Thepeakofthesharp raiseinthisratiowasatDecember2019with6%,farsurpasstheHCMregion’sa v e r a g e i ndex(1.5%).Simultaneous,thetotalbaddebtofSCB–

Chinatownbranch wasVND686million,ar i s e of VND67million(arise of1

ChinatownBrancharefromtheCorporateBankingDep artm ent ’sbaddebts.InJanuar y2019, thisindexof theCorporate

BankingDepartmentwas3%andremainedstableatthatleveluntilMay2019.FromJune2019,thisindexincreasedremarkablyto4%andthencontinuoslyin creasedto6%atDecember31,2019.

Bad debt ratio of SCB - Chinatown Branch 2019

Bad debt ratio of Corporate Banking Department 2019

Average Bad debt Ratio in HCM Region's Corporate Banking Department Alert Bad debt ratio of HCM Region

Highprovisioningexpense

Ri=(Ai–Ci)xr Inwhich:

 Ci:Deductiblevalueofsecurityassets,financialleasingassets(hereinafterr e f e r r e d toassecurityassets)ofloani.

ChinatownBranchandCorporateB an ki n g Departmen tin2019

ChinatownBranch wastheconsequence ofenormousincreasingoftheCorpor ateBankingDepartment’sbaddebts.

In 2019, the provision expense of the Corporate Banking Department exhibited significant fluctuations, rising from VND 106 billion at the end of January to VND 194 billion by December Under the leadership of the Chinatown Branch Director, the provision expense decreased slightly from VND 100 billion to VND 92 billion between February and May However, in June, it surged sharply to VND 158 billion, marking a 49% increase from January From July to September, the expense fell to VND 99 billion, but from October to November, it rose again from VND 167 billion to VND 180 billion Ultimately, by the end of December, the provision expense had increased by VND 14 billion from November, representing an 83% rise compared to the start of the year.

Chinatownbranchonthet o tal outstandingloans,ithasrisedthroughthemonthsan dbyNovemberandDecemberin2019,anditwashigherthanHCMCregion’sratio.

Lowprofit

ChinatownBranchandH CMC regionin2019 TotalprofitafterdeductingexpenseofSCB–ChinatownBranchduringthelastmonthsof2019 aremorepronetolessenand lowerthan theaverageprofitsofregion.F r o m J a n u a r y toJunei n 2 0 1 9 , t h e p r o f i t s o f t h e b r a n c h t e n d e d t o increase.Nevertheless,inJuly,theprofitstarteddecreasing withareductionofV N D 27billion, inaccordancewithareductionof61.1%compared totheendofJune.I n A u g u s t , t h e p r o f i t k e p t s h a r p l y r e d u c i n g by

Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec Accumulated

Thet ab le5 il lu st ra tes t h e gr oss pr of it of theCo rp or ate Ban ki ng De par tm en t, theRetail B a n k i n g D e p a r t m e n t , t h e C u s t o m e r S e r v i c e D e p a r t m e n t a n d t h e PremierCustomerServiceDepartmentfromJanuarytoDecemberin20 19inSCB–

C h i n a t o w n Branch.Thisc o n t r i b u t i o n percentage wasextremelylowcomparedtothe contributionrateoftheR e t a i l B a n k i n g D e p a r t m e n t ( V N D 4 5 b i l l i o n , e q u i v a l e n t 6 1 % S C B – C h i n a t o w n B r an c h’ s profit).

Negativecashflowsituation

The loan-to-deposit ratio (LDR) is a key metric for assessing a bank's liquidity by comparing its total loans to total deposits A high LDR indicates potential liquidity issues, making it difficult for the bank to meet unforeseen funding needs Conversely, a low LDR suggests that the bank is not maximizing its earning potential Figure 11 depicts the LDR for SCB – Chinatown Branch and the Corporate Banking Department in 2019, highlighting these important aspects of financial management.

JanuarytoDecemberin2019.I t isobservablethatduring2019,theLDRofSCB–ChinatownBranchfluctuatedf r o m 55%to 57%.Thispercentage was spectacu larly riskytoSCB–Chinatown

C h i n a t o w n Branch.Thefigure12andTable6indicatesobviouslythattheinteres tandsimilarreceiptsofSCB–

ChinatownBranchfromJanuary2019toDecember2 0 1 9 isextremelylowcomparedt ointerestandsimilarpaymentsfromJanuary2019 toD e c e m b e r 2 0 1 9 U n c o m m o n l y th at t h e i n t e r e s t a n d s i m i l a r r e c e i p t s o f S C B –

C h i n a t o w n BranchinDecember2019wasVND1.432billionbuttheinterestan dsimilarpaymentswasVND180.237billion.

PROBLEMIDENTIFICATION

Potentialproblems

Byusingthe essential r es e a r c h way,i ti s th e analysis aboutfinancial statem ents, p e r s o n n e l reports,etc.ofSCB–

ChinatownBranch’sCorporateBankingDepartmenttogetherwithin- depthinterviewsandkeypersonaswellasapplyingtheacademicf o u n d at i o n ofpre viousresearch,wewillvalidate,analysisandfindouttheprimarycausesconductingtothe presentcircumstanceofthedepartmentatSCB–

Accordingtothedetailedinformationanalyzedabove, thereisanincreasedtrendofrestingintheCorporateBankingDepartmentovertheyears.More ver,thenumberofs t a f f i n t h i s d e p a r t m e n t i n 2 0 1 9 w a s 5 8 p e o p l e a n d c a n a c h i e v e t h e n e c e s s a r y r eq u ir e men t s oftheworkofthedepartment.Even,thisnu mberofemployeesexceeds

S C B H o w e v e r , t h e h u m a n r e s o u r c e s s t r u c t u r e o f t h e e x i s t i n g d e p a r t m e n t w i t h c e r t a i n sh or t co m in gs makestheworkloadoneachemployeebecom equitepressured.Thisisspecificallyshownasfollows:

Directoroft h e Departmentw h o d i r e c t l y m a n a g e s T h e CorporateBankingDepart ment o f S CB –

The Chinatown branch currently employs 58 people, with 8 new hires who have less than one year of experience, representing 14% of the total workforce Credit officers in corporate lending must possess deep knowledge of corporate finance, industry specifics, and market characteristics, along with strong communication, negotiation, problem-solving, and rejection-handling skills, as they frequently interact with chief accountants and boards of directors of large businesses The complexity of managing rewarding business records necessitates that officers have at least 6 months to 1 year of experience to effectively manage their profiles During this period, new employees are typically assigned only a few customers, leading to an increased workload for seasoned employees, who must handle numerous clients and train newcomers, resulting in heightened work pressure.

Moreover,Ms.Thanh–DeputyDirectorofthedepartment,alsosharedthatin- houseemployees,besideshavingtodealwith theissuesrequiredbyexistingbusinesses,mustm a k e effortstoprogressoutstandingloans, additionalcapital,developnewcustomersandcross- sellingofnewproducts.Theamountoftaskstobehandledandtheassignedtargetshaveinduce d oldemployeesto beoverloaded withworking.

Thereisafairlyfamiliarconceptwhichiscalledjobstressandalsoagreatconcernof m a n y b u s i n e s s e s F o r t h i s r e a s o n , i t directlya f f e c t s t h e b u s i n e s s r e s u l t s t h a t b u s i n e s s e s needtoachieve.Therearealotofvariouswaystounderstandandclarifyt h i s term.AccordingtoSchaufeli,WilmarandMaria (2) ,stressatworkisseenasah eal th pr oblemforpeopleatwork,itspeakstotheemployee’sphysiologicalstateoftheresponsibilitiesandt asksrelatedtowork,becomeworseheavy,beyondtheabilityo f thebodytoendureandmakethe healthandspiritoftheemployeeworse.Thea u t h o r s Muhammad,Iftikhar,G o h a r , Abbas,Umar,Khana n d

R o l e , R o l e c o n f l i c t , Responsibility forpeople,Participation,Financialinsecurity,Lac koffeedback,Keepu p w i t h c h a n g i n g t e c h n o l o g y , B e i n g i n a n i n n o v a t i v e r o l e , C a r e e r g r o w t h ”.I n addition,P a r k e r , D o n a l d a n d T h o m a s a l s o r e f l e c t e d ( 4 ) job s t r e s s a s “ af i r s t - t i m e outcomeoftheorganizationandjob”.Thesetwoauthorsalsogavethefoll owingstress-specificjobmodelasfollowing:

The relationship between the working environment and job stress significantly impacts business performance Moderate work stress can enhance employees' abilities and lead to improved roles; however, excessive pressure results in negative consequences for both businesses and employees This imbalance between work and personal life, exacerbated by work pressure, can lead to family stress and increased job stress, as noted by Bolino and Turnley Additionally, Donald and Thomas highlight that job stress can lead to dissatisfaction, while research by Jaramillo and Solomon indicates it contributes to job breakdown tendencies Consequently, organizations face serious concerns regarding high employee turnover, necessitating solutions to these issues, as they profoundly affect business development, planning, and financial stability.

Anotherissuethatshowsthehighwork pressure intheC o r p o r a te BankingDe partmentistheovertime.Theworkingtimeisfrom8amto5pm,a5- daysworkw e e k , fromMondaytoFridayatthebranch.Thetotaldurationforaworkweekis48 h o u rs

H o w e v e r , inreality,employeesmustworkuntil60to64hoursaweek.Evenw he n there areinternalinspectionteamsorauditteams,theinspectionteamoftheS tat e Bankhast oworkbothonSaturdayandSunday.Thehighpressureandovertimeo f workmakeemployeescons iderabouttheirlong- termcommitmenttothebranch.Duetothisreason,moreover,theyhavemanyotherconcernsat workplace,theyneedab r e a k t o r e c r e a t e t h e i r l a b o r a n d f a m i l i e s , timet o t a k e c a r e o f themselvesa n d improvetheirqualifications.

Accordingt o Mr.NghiepandM s Thanh,m o s t o f t h e dayalmostemployeesatt h e Corpora teBankingDepartmentmustassociatewithworks.Whentheycomebackhome,t h e y evenh a v e t o l i s t e n t o t h e p h o n e ands o l v e s o m e problemsfromcustomers.Occasionally,t h e r e i s a lack o f s y m p a t h y fromt h e i r f a m i l y membersa n d t h e y feelnegativeimpactsfromtheirw orkingbecauseoftheirfamilycaretimeandthefrequentovertimeworkwhicharebecomingna rrower.

Inspiteoft he hugepressureondailyworkload,SCB’scompensation andwelfa rep o l i c y isn o t r ea l l y competitive w i t h s o m e ot he rsimilarb a n k s i n t h e sames c a l e B a s i n g ontherankingofaverageincomeamongbanksin2019,anaverageinc omeinSCBis19.5millionVND/person/ monthanditonlyisranked11 th Thisincomeisl o w e r t h a n somec o m m e r c i a l b a n k s i n t h e a r e a F o r e x a m p l e , M B B a n k , V i e t co m b a n k , T P B a n k , V P B a n k , V i e t i n b a n k , T e c h c o m b a n k , O C B , M S B , SacombankandBIDVhaveahig herratethanSCB.

Source:https://www.cafef.vn,https://www.msn.com

Thereis a com pa ri si on bet wee nt he s a l a r y of a n o t h e r c o m p a n ie s a n d b a n k s fromh a b i t s ofemployeesandthepsychology.Someworkerswillturnintolessdynamicatworkp laceanddecreasetheeffectivenessofdoingjobwhentheygetinformationthattheyhave a lowersalarythancolleaguesatanother banks.Workershaveatendencet o changethejobbecauseofanevaluationofwagelev elswithotherbanks,asthea u t h o r s Li-PingandShin-Hsiungindicated (7)

Ms.Thanhstatedthatworkersonlymaytakeatripwhenthecostislessthan3millionVND/ person/ year.Ifanyworkerdoesnotmakesaplantohaveajourney,theywillloset h e s e welfarepolicya ndthiscostonlyisforemployeesofthebranch.Employee’sfamilymembersalsowillnotbefunde diftheyhaveaplantoparticipateinthetour.Possibly,boardofdirectorsinChinatownbranchhas notyetconceivedtheoutstandingadvantagest h a t t h e welfarepolicycanbring.Besides,it is achanceforparticipantsjoinedthattheycanunderstandmoreclearlyaboutagencystaff’ sjobswhenthebranchhaspartiesorholidays.A s a r e s u l t , t h e y w i l l b e easyt o e m p a t h i z e andt h e i r f a m i l y membersgetfavourable conditionsinordertohelpthemfocuson the job.

Inaddition,itisalsoanopportunityforleaderstobetterunderstandtheactuallifeofemployees outsideofworkatthebranch.Fromthispoint,asWaniconfirmed (8) ,theb o a r d of d i r e c t o r s has t h e op po rt un it y tosh a r e mo re a s we ll a s s t r e n g t h e n i n g t h e relationshi pb e t w e e n b r a n c h l e a d e r s a n d e m p l o y e e s I t w i l l a l l o w t h a t c o m m o n activitiesw i t h leaders,t h e s e p o t e n t i a l c u s t o m e r s a n d o t h e r e m p l o y e e s h a v e t h e o p p o r t u n i t y tobuildanddevelopproducts withdistinct ive featuresandextremelycom p et i ti v e, richinpracticality.

Modern banks leverage information technology to enhance customer service and create a competitive market environment According to Amoako, banks aim to attract customers by offering superior products characterized by speed, utility, and competitive pricing Therefore, employees in commercial banks must possess strong sales skills, professional expertise, market knowledge, problem-solving abilities, and negotiation skills This is especially true for the Corporate Banking Department, which requires highly qualified staff Leaders of economic organizations frequently collaborate with customer relationship teams, emphasizing the need for high service quality and practical knowledge Consequently, corporate customer relationship staff must not only possess specialized knowledge but also be adept at evaluating circumstances, demonstrating high work capacity, and understanding business operations Employees in this department are tasked with addressing business issues promptly and efficiently, necessitating strong consulting skills and the ability to negotiate lending and deposit interest rates convincingly.

According to Mr Nghiep and Ms Thanh, there are limitations in the quality of SCB training courses Staff members who participate in these courses often struggle with customer management and sales skills, and the appraisal process remains inadequate New employees, despite attending training, require additional instruction at their branches However, due to limited resources, branch training is often unstructured, with staff relying on each other for guidance Consequently, the effectiveness of training for older employees and the work pressure on new workers heavily depend on their determination and ability to persuade experienced colleagues to provide professional guidance.

Problemvalidation

Inte rm ofperfomancem a n a g e m e n t i no r g a n i z a t i o n s , staff w o r k l o a d i s see na s ane s s e n t i a l factoroftheirproductivityandturnoverintention.AccordingtoRajan,D (10) ,h e a v y workload,isdefinedastheworkloadisabovethestandardofjobassignments,a n d thereisa tendencythatthe employeewillbestressfulaswellastheirillfeelingsa n d dissatisfactionandsubsequent lycausingthemtoquitthejob.Withtheaimsofm a i n t a i n i n g theemployeestocommitt oorganizationsaswellasminimizingworkloadimbalanceinevery departments,thecompany needtomanageoradjustemployeew o r k l o a d s toreducetheneedforspecializedandtechni calskillsaswellasfacilitatingtheo r g a n i z a t i o n , m a n a g e m e n t a n d m o n i t o r i n g o f w o r k l o a d s i n l i n e w i t h b u s i n e s s goals,asstatedbyDasgupta,P.R (11)

Int e r m o f b a n k i n g i n d u s t r y , c o m p e n s a t i o n p o l i c y i s d e f i n e d a s o n e o f t h e m o s t importanth u m a n resourcetoolsthatbanksu s e t o r e m u n e r a t e a n d e n c o u r a g e t h e i r employees,a s s t a t e d byK h a n , A s l a m a n d L o d h i ( 1 2 ) T h e a u t h o r a l s o statedt h a t inappropriatepolicywillcreateanunfairstructurethatisunabletohelp thebankingc o r p o r a t i o n s retainandacquirethetalentpoolcriticalto getinvolvedforalongtime.Jeet andSayeeduzzafar (13)also emphasizedthatcompensationpolic ymustbealignedt o businessstrategy,marketdynamics,internalcharacteristicsandcomplexitieswithint hef i r m i n o r d e r t o a t t r a c t , r e t a i n , r e w a r d a n d m o t i v a t e t a l e n t e d employeesf o r a c h i e v i n g businessperformanceandlongtermsuccess.

Vermeulena n d C r o u s(14)s a i dt h a t t r a i n i n g p r o g r a m i s a wayi n w h i c h s p e c i f i c k n o w l e d g e s andnecessary skillsaretaughtandlearnttoreachjobefficiency.A c c o r d i n g toWiersemaandBantel

(15),traininganddevelopmentprogrambecomesmoreessentialtoeverybankingcorp orationwhichischarateristizedwithrisksandturnover.Moreover,AdudaandMus yoka(16)a l s oindicatedthattherearechallengess t i l l c o n f r o n t i n g o r g a n i z a t i o n

High work pressure in organizations can lead to several disadvantages, including a decline in health quality, decreased work morale, and increased job intensity, which disrupts employees' work-life balance (Ahmed and Jannat) Employees struggle to manage their workload at the bank while also caring for their families, resulting in psychological distress and diminished job satisfaction due to inadequate salaries and benefits This situation ultimately reduces motivation and performance levels (Igalens and Roussel) Consequently, these long-term issues can cause high employee turnover rates, which Ahmad and Afgan note is a growing concern in high-pressure work environments, prompting commercial banks to invest significant resources in finding solutions.

Furthermore,thereisanoutstandingconsequencefromthepoorqualityoftraininginb us i n e ss e s suchasincreasedstress,badworkingperformanceintheworkingen viro nmen t ,decreasingcollaborationamongworkers,etcasstatedbyHenley ( 2 0 ) Mr.Khai ralsostatedthat(21)employeeshavepoorworkingskillsthattheyfeelmorea n x i o u s fromtheirc olleagues,managersandcustomers.Theygetmorepressureonthemselveswhentheyar eunabletounderstandcompletelyaboutcustomers’needs.A c c o r d i n g totheseexistingpr oblems,itisobvioustorealizethatrecruitmentisthemainissuethatSCBmustconcentrate andwouldliketoproposeappropriatesolutionst o resolvecompletely.Basedontheresultofinterviews withemployeesandmanagersa t SCB–

Mr.Nghiepstatedthatthegreatestvaluabletaskistodevelopthequalityofpersonneltrainin g,asworkersdonothavealotofexperienceinthedepartmentheld35.71%oftheentireemployees ofthedepartment.Althoughalmoststaffhaveagoodbaseofknowledgeandhighlevelofeducation,t heylackofpracticalexperience,whentheybegintheactualworkandfeellessconfidentinsolvin gworktasks.Itrequiresthatpracticalexperiencesanddeepunderstadingbythenatureoftheta sksassignedbytheirleader.Withouttheseimportantthings,employeesc a n n o t p r e c i s e l y a s s e s s andgetinsightoft h e practicalcircumstanceo f t h e i r customersi n t h e entirestatuso f t h e branchaswellasc o r r e c t l y forecastingtheactualbusinesspotentialofcustomerstoreducebusinesshazards.Asaresu lt,this willconductto ariseincreditstatus forbadcustomers.

Inothersides,Ms.Thanhalsoacknowledgedthatnewstaffusuallylackofineffectivecoun selings k i l l s , communications k i l l s andr e j e c t i o n handlings k i l l s w i t h c u s t o m e r s , thereforethesalesperformanceofproductsareinefficientanddecreasestrongly.Moreover, there isalimitationinemployees’loanmanagementskillsinthedepartment.Hence,theydonotexplo retimelyextraordinarysymptomsfromcustomerssuchasbadfinancialsituations,inefficientb usinessresults,etc.Asasresult,thisleadstobaddebtsincreasingthatemployeesareforcedt otakemuchtimetohandlethemandlackingofdeepconcentrationon sales.Therefore,thelevelofpressureis considerablyrising.

Mr Dung, a senior executive officer in corporate customer relations, and Mr Minh, a corporate salesman, highlighted that the onboarding of new employees significantly increases their workload due to the loss of tasks assigned by their managers They noted that there is insufficient time to share knowledge and experiences, leading to weak connections among colleagues who do not empathize with the high-pressure environment Additionally, the poor quality of training courses causes new hires to feel less confident when their practical experiences differ from the theoretical knowledge they acquire As a result, the work efficiency of new employees is notably low, which adversely affects overall business performance at the branch.

Ms.Oanh– acorporatecustomerrelationsproductandpolicyseniorofficer,alsosaidthatalmostnew employeeswereembarrassedtoenquiretheirmentorsorsuperiorswhilet h e y werebusyatdoin gworks.

Inshort,accordingto the resultsattainedfrom thosein- depthinterviews, thepoor quality ofpersonneltrainingisthemainproblemthatSC B–

Mr.Nghiepstatedthatbusinesseswouldliketorisesalesefficiency,employeesneedtohaved e e p k n o w l e d g e s o f operationsandp r o d u c t s t o givegoodrecommendationt o customers.Furthermore,theevaluationofcorporatecustomersisquitecomplexedbecauseitco nvernslotsofknowledgesinvariousprofessionsandfields.Employeesneedt o beequippedwith insightfulknowledgesoffinancialappraisal,assessmentofplansandprojectso f customers.Ina d d i t i o n , s k i l l s suchasc u s t o m e r managements k i l l s , communicationskillsandreje ctionhandlingskills,etcaremuchmoreessential.Thisnoto n l y helpsdecrease baddebtbutalsoimprovesalesefficiency.

Ms.Thanhalsostatedthat,improvementinthequalityofcurrenttrainingcourseswills u p p o r t t h e branchg r e a t l y d e c r e a s e t h e workp r e s s u r e o n employeesa n d manag ers,d i m i n i s h work-relateddestruction,risecollaborationamongstaff.

Overall,theimportanceofenhancingthequalityoftraininginexperiencedandnew employeesattheCorporateBankingDepartmentisenormous.Asaresult,thereisad e c r e a s e inworkstress,reductioninbaddebts,increaseintheeffectivenessofsalesactivitie s,aswellasstrengtheningcollaborationamongemployees.

CAUSEIDENTIFICATION

Potentialcauses

Trainingisalongprocess.AccordingtoWestover (23) ,itbeginswhentraineesregisterfor training until theycan obtaintheskills, attitudes,knowledgeandapplythem intod a i l y lifea n d p r a c t i c a l w o r k I t meanst h a t b u s i n e s s e s h a v e t o n o t o n l y b u i l d a n e f f e c t i v e t r a i n i n g s t r a t e g y but alsowant toestablisha post- training strategyto assuret h a t learnershavethechancetoenhancetheirworkandpracticetheirskills.Accordingtotheanal ysisofappropriatetheoriesandtheanalyzedinformation,wehaveupdatedc a u s e – effectmapoftheCorporateBankingDepartmentasbelows:

Diagram 3 :Updatedcause–effectmapofSCB–ChinatownBranch’sCorporate

Accordingtoệsterberg ( 2 4 ) ,theassessmentoftrainingneeds,isalsoknownasth eidentification oftrainingobjectives,thisisaresultthatbusinesseswouldlikeemplo yeestoachievewhenimplementingthetrainingprogram.Itderivesfromitsfun damentalr e a s o n s t h a t e n t e r p r i s e s w a n t toi m p r o v e t h e i r b u s i n e s s p e r f o r m a n c e H e d l u n d statedthat(24)scientificallyandeffectivelytrainingdemandevaluationhasa criticalroleincreatingthegeneralefficiencyofthetrainingprogramsandimpactsontheeffectiven essoftheprocessoftrainingandactualworksofemployees.AsBuckleyhas a c k n o w l e d g e d t h a t (25) ,b e n e f i t s ofdetermininge f f e c t i v e a n d s p e c i f i c trainingtargetsarepresentedas follows:

Inpractice,mostofemployeesexpecttomeasurewhattheyhavegainedfromlearninga t thetrainin gcoursesassociatedwiththeexpectedtargetsreachedafterthetrainingcourses.Theobject ives,criteriathatlearnershavetoobtainareappropriateornotwitha b i l i t y o f l e a r n e r s a n d t h e l e v e l o f a w a r e n e s s a r e elementso f t r a i n i n g demandevaluation.Itcanexpresstheimportanceofdeterminingcleartar gets,howaccuratetrainingdemandevaluationcaneffecttheworkperformanceofstaff inthe future(asstatedbyCaple (25) ).

Aleaderplaysaroleasthetrainee.Theirbiggestfuctionistodesignandplanthes ubjectofthe trainingprogram andpursueittoachieve thetrainingobjectivesset.Ag o o d trainerwouldliketobegoodatlisteningandagoodspeaker. Furthermore,theyhavetohaveadeepunderstandingandwideknowledgeofthelessonplantobetrained.

S u s t ai n i n g thecourseoccurinalivelyandattractivewayuntiltheendofthecourseisc o n si d e r ed a s a vitals k i l l t o d i s p l a y t h e capacityo f thet r a i n e r s Workersc a n u n d er s t an d thetrainingcontentdeeplymemorizeandeasily,efficientlyapplyittothea c t u a l w orkornot,trainersplayaroleforanimportantposition,asstatedbyMelton,K a t u l a andMusti anstated (26)

AccordingtoPoon’smethod (27) ,trainingmethodisapopularmethodtoimpartthec o n t e n t oftrainingbetweentraineesandtrainerstoreachtrainingtargets.Thismethodis q u i t e u n i q u e a n d f l e x i b l y a p p l i e d d u e t o associatingv a r i o u s methodsw i t h i n a trainingpro gramtodeliverthehighesteffectiveprocessoftrainingorusingasinglemethod.Thereareso medisadvantagesandadvantagesforeachmethod.Corporationsw i l l dependontheactualc ircumstances ofthe works,thetrainingcontentandthefinancial resourcesof thebusinessorganizationandthecharacteristicsoftheemployees,t o s e l e c t t h e mosts u i t a b l e t r a i n i n g method.B e l o w s a r e somep o p u l a r trainingmethodsusedfl exiblyintheworldwide (27) :

Nevertheless,throughot he rstandards, thetraining methodsares e p a r a t e d into twop r in ci p al groups,whichareoff–the–jobandon–the–jobmethods.Nowadays,on –the– j o b methodsa r e t h e mostp o p u l a r t r a i n i n g methodsw i t h t h e f e a t u r e s t h a t train eesarearrangedinadetailedworkpositionandtrainedtheskillsandknowledgesrequiredtodotheir job.MCollinsalsolisted (28)some generalformsofthesemethods:

(1) Jobinstructions:Itis alsoreflectedasastep-by-steptraining. Particularly,thelecturersc l a r i f y t h e waytoe f f e c t i v e l y a c c o m p l i s h t h e w o r k t asksf o r t h e t r a i n e d learnersandtheywillfixand giveadvices on thetrainedlearnersiftheydonotworkrightly.

(2) Jobrotation:Thistype of trainingiscompleted throughturning stafffromonej o b tootherjobtoattainskillsandknowledgesfromvariousworkpositions.Fromthism ethod,employeescanundersdandthedifficultiesandchallengesofothercolleaguesa t workplace. Andthen,itwillcontributetofurthertighteninginternalrelationsandimproveempathy inwork.

(3) Committeeassignments:Itmeansthatagroupoftraineesdiscussestogethe rw h e n theywillberequestedtofixexistingissuesinthecorporation.Theprincipa ltargetofthisformistoencourageworksingroup.

(4) Coaching:In thisdefinition,thetrainerwill beaspecialleader/supervisorwhoplaysaroleasamentorintrainingandsuggestingrecommen dationstothelearners.

(5) Intershiptraining:Aguidancefromcombiningpracticalaspectsandtheoriesf o r thepractitioner.Thismethodprimarilyappliesforlearnersinthefieldofcommerceandm archinery.

Ina d d i t i o n t o t h e b e n e f i t s , t h e r e a r e a l s o s o m e c e r t a i n l i m i t a t i o n i n t h e t r a i n i n g methodsatwork.Inordertosupportlearnersgrowcomprehensively,o ff–the–jobmethodsareappliedpopularlyinpractice.Thismethodis used toimproveworkers’sperformancer e g a r d l e s s o f anyf i e l d s o f w o r k T h e a u t h o r s A l i p o u r , S a l e h i a n d S h a h n a v a z alsolisted(29)popularformsoftrainingo utsideofwork:

(1) Incidentmethod:Basedonactualconditions,abnormalincidentsaresetupthathaveh a p p e n e d i n o t h e r c o r p o r a t i o n s I f t h e s e s i t u a t i o n s a c t u a l l y h a p p e n e d , itw o u l d b e requiredtogivedecisionsbytrainees.Then,theremaininggroupswouldevaluateandpro po se the potentialsolutionsfortheothergroups.

(2) Casestudymethod:Itmeansthatemployeescansolvebusiness- relatecircumstances.L e a r n e r s havethechancetoidentify,analyzeexistingproblemsandthengivep otentialsolutions.Byresolvingcircumstances,trainneswilldealwithproblemsandimprov elogicalandcriticalthinkingskillsinpractice.

(3) In- basketmethod:Inthismethod,itisconsideredthatafirmsupposesaproposalw i t h f u l l o f r e l a t i n g i n f o r m a t i o n T h e r e b y , l e a r n e r s a r e r e q u i r e d tor e c o r d c r u c i a l co nt en ts andtopreparetheessentialschedulesforadetailedtime.Thetarg etistoimprovefastdecision-makingandnegotiationskillsforstaff.

(4) Roleplay:Learnersarerequestedtoplayvariousrolesinabusinesstoresolvetheis sues.Thereisaconnectionandco- operationbetweenvarioustraineeswithdifferentp o s i t i o n s androles.Thewholeplayisrecorded andthelearnerswilllearnandgettheiro w n experiences.

(5) Gridtraining:Thistypeoftrainingisregularlyexecutedandlengthensin6years.Th ec o n t e n t o f t r a i n i n g p r o c e s s c o n t a i n s t h e p r i n c i p a l d u t i e s i n c l u d i n g e x e c u t i o n , g r o wt h andassessmentstages.Asaconsequence,ithelporganizationsbuildess entialskillsforemployeesinthesituationofinteractionofemployees.

(6) Businessgames:Thereisadivisionintogroupsandeverygroupwillneedtodiscussv a ri o u s ac tivitiesatdifferentassumptions.Almostthecontentoftenisdiscussedaboutp ri ces production,prod ucts,etc.Thereby,itcanhelpparticipantsestablishco- o p e r a t i v e skillsingivingrightdecisionsthroughouttheprocessofwork.

(7) Simulation:Inthismethod,theassumedcasesareplacedandthelearnershavetop e rf o r m basingonthem.Forinstance,assumetheroleoftheprojectmanageristob u i l d , planandexecutetheprojectmanagement.

(8) Trainers:Thismethodisprimarilyproposedtodeliverprinciplesandfundamenta lp e r c e p t i o n s relatedtoproductsorwork,etctoavastnumberoftrainers.

(9) Seminars/conferences:As e m i n a r / c o n f e r e n c e ise s t a b l i s h e d a n d g a t h e r e d s e v e r a l p e o p l e todiscussandanaly zevariousproblemsconcernedaboutaparticularsubject.

(10) Managementtraining:Accordingtothecomprehensivedevelopmenttrendofecon omiccorporationsintheworld,therangeofmanagementtrainingisturninginto apotentialfieldandconsiderablyconcernedbymanytraininginstitutions/ centersinV i e t n a m andinworldwide.

AccordingtoPoon (27) ,thetrainingcontentisconsideredasthecoreofthetrainingan d thecenterofthetrainingprogramdesign.Itcomprisesoflargecontentoftechnicalandhumanskills.Inth esameviewasPoon,Menguin (30)also statedthatwhenworkersr e c e i v e t r a i n i n g s k i l l s , theya r e p r o v i d e d w i t h b a c k g r o u n d k n o w l e d g e t o p e r f o r m technicalskills,good abilitytoachievetargetofworkandcanassisttheircolleaguesb e t t e r asinstructorsandadviser stotheirsuperiors.Simultaneously,theyalsohavethechancetogetnewtechnologyandimprovep rofessionalskills.

Yaqootalsoemphasizedthat (31)the significanceoftimemanagementinimplementingactivitiesises tablishedinatrainingtoguaranteefullcommunicationofcontent.Itn e e d s tobe noticedfromthebeginninguntiltheendofthecourse.Weevenmustensurethet imefor traineesto requestquestionsand givefeedback.Inthemeantime,S a n j e e v k u m a r alsoput (32)more abreakinthemiddleofa nhourwhiletrainingalsow a n t s tobetakenseriouslytomakesurethehighestreceptiveabilityoftrai nedpeople.

Asanalyzedabove, thereis asignificanteffectof t h e frequencyoft r a i n i n g tot he outcomesandobjectivessetfortraining.Thetrainingoccurstoomuchortoolittlethatisnotgoodfor personneltrainingstrategy.Ifthereisasignificantincreaseofthecosti n trainingcourses, butitwillbewasteful,affectingthepersonallifeandworkingh e a lt h oftheempl oyees.Moreover,employeesfeeloverwhelmedwithahugeamounto f newknowledges.Asaresul t,theywillnotabsorballandcannotpromotecreativityinthetrainingprocess,asstatedbyKupczyn ski (33)

Trainingf a c i l i t i e s s u c h a s classrooms,p r o j e c t o r s , a i r c o n d i t i o n e r s , e t c n o t onlysupportteachersfeelmoreconfident inconveyinglesson contenteffectivelybut alsosupporttraineesfeelcomfortabletogetnewknowledges.Moreover,theappropriatea n d modernequipmentalsoofferstraineesthechancetopromptlypracticethetheorya s wellas extendingtheamountofknowledgeslearnedviasocialnetworkingsites.

Post- trainingfeedbacksupportsusunderstandhowtraineesassessthequalityofthedeploye dtrainingcourse.In thatway,weawarewhatcontentshouldbe improvedint h e future.Secondly,wecanmakesurethatthetrainingcoursehasreachedtheprimaryb u s i n e s s targets?

Forinstance,thetargetofraisingproductivity,managingtimeorothern e c e s s a r y s k i l l s f o r b u s i n e s s t a r g e t s F i n a l l y , A r t h u r a l s o a f f i r m e d( 3 4 ) post- trainingfeedbackcanalsosupplyinformationthatensuresthattraininghasdeliveredmoreval uetothefirmthroughwhatlearnershavegainedaftertraining.

Oneoftheessentialtasksistheassessmentofefficiencyofthetrainingprocess.Assta tedbyArthur (34) ,itisaquitelabor- intensiveandcomplexedtaskbutistheveryimportantlaststepwhichcannotbeignored.Its goalistoreconciletheconsequenceso f thetrainingtotheinitialtargetsornot,andtobuild therighttrainingcontentforf u t u r e courses.Inaddition,thetrainingevaluationisseenasthefo undationtoperformtheworthwhichthecoursedeliverstolearners.

Causevalidation

ChinatownBranchandtheCorporateBankingDepartment,theconsequencesperfor mthattherearethreemaincausesthatlowertheq u a l i t y ofthecurrenttrainingcourses,includin g:

Theoveralltargetoftraininganddevelopinghumanresourcesistomaximizetheuseo f existin gpersonnelresourcesandtogaintheefficiencyofbusinesses,byhelpingemployee sbetterunderstandtheirwork,careerdevelopmentandcarryingouttheirf u n c t i o n s andtasksinamoreself- consciousway,motivationsforbetterwork,aswella s improvingtheiradaptabilityinthefut ure.Itcanbestatedthatthetargetsofeachc o u r s e is c o n s i d e r e d ast h e fi na l r e s u l t t ha t l e a r n e r s o b t a i n a f t e r eac ht r a i n i n g an dleadershipexpectstheirstafftoreachit.Hence,thetargetsofeachtrainingcourseshouldbedetailedandspecific.

Nevertheless,accordingtoMs.Thanh,SCBcurrentcourses’sobjectivesarenotreallycle ar,conductingto thecircumstanceof trainingresults unlike theorientationofSCB.

Mr.Nghiepalsosharedthat:“Becauseoftheineffectiveevaluationandconstructionoftrainin gtargets,manycoursesareorganizedinappropriatelyforpotentialtrainees,incompatiblew iththetrainingneedsofthebranches.However,thetrainingdepartmentallocatesthegoalnu mberoftraineesforeachcourseineachbranch.Fromthispoint,itmakestraininginessential,j ustfollowingtraininggoals,notfromtheactualdemandofbranches.Thetrainingdoes not promote its roleandmeaning,but alsomakesthebranchreducingt h e effectivenesso f personnelutilizationandspendh u m a n resourcesinefficiently.”

Mr Nghiep highlights that while an independent training academy has been established at the head office in Ho Chi Minh City, there are notable limitations regarding the quality of the training team In the northern region, the absence of a private training academy means that the training quality relies heavily on lecturers from the head office, who often lack practical experience in management and customer appraisal Although branches have invited some trainers, their participation has been temporary due to busy schedules, preventing the sharing of comprehensive practical experiences Additionally, despite possessing practical knowledge, these trainers often lack adequate pedagogical skills, leading to a decrease in training effectiveness.

Itisconsideredthatthe processof trainingandtesting post-trainingshouldbe highlyappreciated.If thetrainingcoursesarearranged inaramblingmanner,thecontentoftrainingwillbeunpracticalandunabletoacquirether equirementsofwork Moreover,itiso b v i o u s toclearlyrealizet h a t thesei n e f f e c t i v e c o u r s e s n o t onlyo b s t r u c t employees’sworksbutalsolowertheirhealth,confidenc eandraisepressureo n theirwork.Inothersides,inspectionaftertrainingisalsothefoundati onforSCBtoenhance thequalityofthecurrenttrainingcourseandcreate neweffectivecoursestoreachtheworkrequirementswhenthepracticalconditionsareregularlychan gedbycustomersandthemarketchanges.

Nevertheless,Ms.Thanhstated:“Thecurrentpost- traininginspectionisnotefficientinSCB.Fromthis point, itmakestheinitialtraining resultsandtargetshaveabiggap.The qualityo f t r a i n i n g andt r a i n i n g l e s s o n s h a v e n o t beenimproveda c c o r d i n g t o currentexiste ncesfrompreviouscoursesbut primarilybased onsubjectiveevaluation.”

ALTERNATIVESOLUTIONS

 Newemployees:Thetrainingmostlysupportsemployeesgraspandbecomefa miliarwiththeorganizationalstructure,processes,vision,businessstrategies,w o r k i n g env ironmentandregulationsatcorporations.

 Careergrowthandpromotion:Thetrainingaimstosteadilyassiststaffwiths u f f i c i en t qualifications,knowledgesandworkingskillsrequiredforahig herlevelofjobs.

 Makingstrongercoherenceofwork:Aneffectivetrainingcansupportstaff g e t insightofthegeneralandspecifictaskstheyaretaking.Accordingly,ithelpst h e m feelsel f-confidentandcomfortablewiththeworkstheyaredealingwith.

Themorecomfortableemployeesfeelwithworks,themoretheydevotealltheirabilitieswi ththejob.Asaconsequence,cohesionwiththecorporationwillbestrengtheneda ndtherateofcutbackwillaslobeconsiderablydecreased.

 Decreasingsupervisionfrommanagers:Inreality,well- trainedstaffareablet o properlyregconizetheirself- disciplineandresponsibilityinoccupation.Mosto f themarereallyuncomfortablewhenther eismuchpromptingorsupervisionfrom theirsuperiors.Therefore,itwillhelpmanagers decreasethepressureandtimeinordertosuperviseandmanageemployeesaswellastheeffe ctivenessofw o r k s ishighlyincreased.

 Decreasinga c c i d e n t s o r er r or s : Ac ci de nt s/ error sindo in gw or ks p r i m a r i l y derivefromlackofessentialworkingskillsandk nowledges.Asaconsequence,th e moretrainingcoursesemployeesattend,themoresk illedandprofessionaltheywillbecomeandthustherateoferrorswillbesignificantlyred uced.

 Opportunitiesforcareer development/ promotion: Du ri ngthe trainingprocess,w o r k e r s w i l l b e a b l e t o g a i n p r o f e s s i o n a l a n d h i g h s k i l l s t o w o r k effi ciently andtherebythe ywillhavemorechancestodeveloptheir careersorpromotion.Then,theyarepricelesspropertiesoforganizations.

 Increasingworkperformance:Theefficiencyandproductivityofworkswillb e i m p r o v e d byg o o d t r a i n i n g c o u r s e s H i g h s k i l l e d w o r k e r s a f t e r t r a i n i n g courses willrisetheirproductivitynotonlyintermsofquantitybutalsointermso f quality.Therefore,goodtrainingprocesswillhelporganizationssavemoney,r e s o u r c e s an dtime.

Mr Nghiep emphasized the significant advantages of well-trained staff, stating that equipping employees with adequate knowledge and skills boosts their confidence, particularly in customer negotiations This, in turn, enhances sales performance and drastically reduces business errors, leading to a decrease in NPR (Net Promoter Score) Additionally, effective training alleviates management pressure on leaders, allowing them more time to focus on developing business expansion plans.

Basedonlotsofpreviousresearchrelatedtoevaluatingcoreelementswhichcreateaneff ici en t tra iningcourse,summaryoftheircommentsisdescribedasfollows:

Table 7 :Asummaryofsomeresearchers’evaluationontheimportanceofcoreelementsintraining courses Withthetheoriesinformedandtheaboveanalysis,thesystemoftrainingcoursesatSCB–

Establishing training targets involves translating training demands into clear, observable, and measurable behaviors Relevant and detailed targets highlight advancements in work performance outcomes for both organizations and individuals, serving as a foundation for developing effective training programs These training targets encompass desired actions, including the behaviors and attitudes learners aim to achieve, as well as the circumstances in which these attitudes are expected to manifest This approach allows for the evaluation of performance outcomes against established standards within the training environment.

Therefore,i d e n t i f i c a t i o n o f t r a i n i n g t a r g e t s h e l p s c o r p o r a t i o n s meett r a i n e e s ’ expectationsforthetrainingcourses.Itcanbeseenasthefoundationforevalua tingthee f f e c t i v e n e s s ofthecourse.

The SCB Chinatown Branch and Corporate Banking Department emphasizes the importance of acquiring essential knowledge and skills for corporate financial consultants and senior officers Key competencies include management, appraisal, negotiation, and customer rejection handling skills The job description highlights the necessity of frequent customer interactions, making it challenging for employees to support each other effectively Adequate knowledge and the ability to track customer profiles are crucial for success Therefore, the specification of training time significantly influences both the effectiveness of training and the overall work plan for employees.

Mr.Nghiepalsostatedthatthelackofappraisalskills,customermanagementskillsandexperie ncesintheCorporateBankingDepartmentisavastissuethatneedstobefixed.T h i s hasneg ativelyimpactedthequalityofdebthandlingatSCB–

ChinatownBranchaswellasm i s s i o n o f customerdevelopmentw i t h i n t h e CorporateBa nkingD e p a r t m e n t recently.Thisleadstothatweneedsomepotentialsolutionstobuild effectivetrainingtargetsin thenext timetocompletelysolveit.

Realizingt h e i m p o r t a n t p a r t o f e s t a b l i s h i n g thep r o p e r t r a i n i n g t a r g e t s tos o l v e t h e c u r r e n t issuesintraining,thefirstsolutionisproposedasfollowings:

 Firstly,buildingacompetentteaminassessingtrainingtargets.Peopleunderstandh o w tohandlespecificworktaskstoachievetheultimateworkefficiencyintheC o r p o r a t e BankingDepartment.

 Secondly,identifyingtheknowledgesandskillsthatstaffarerequiredtotrainto meett h e jobr e q u i r e m e n t s a n d t h e i r c a r e e r developmento r i e n t a t i o n a t SCB– C h i n a t o w n Branch.

 Thirdly,specificating numberoflearnersandthelearner structure u s e d forea chc o u r s e tomakesurethatthecoursegettherightattendants.

 Finally,specificatingthetrainingoutlinetobuildthetrainingcontent,inconformityw i t h thewor kplanoftheemployeesthroughouttheyear.

 Firstly,thetrainingsurveyandassessmentwill supportthefirmspecifytraini ngtargetsstickt o t h e a c t u a l t r a i n i n g n e e d s o f staffa n d t h e s p e c i f i c requi rementsestablishedbytheirmanagerstoreachthebusinessoutcomeastheirexpectatio ns.Accordingly,buildingtherightcontentoftrainingcoursethatisclosertorealitywillh e l p traine espaymoreattentiontothetrainingcontent,anditleadstoenhancingtheeffectiven ess oftraini ng.

 Thirdly,realizingtheproper trainingtargetsis alsoa chanceforSCB– ChinatownB r a n c h topromotethequalityofequipment,technology,trainingandrighttra inerstoachievethetrainingneeds.

 Costo f i d e n t i f i c a t i o n a n d analysiso f s p e c i f i c s k i l l s r e q u i r e d toa t t a i n a f t e r training:VND10.000.000.

Intermofpersonnelmanagement,therearetwodefinitionswithaconcentrationonthel e g i t i m a c y oflecturers.Firstly,thelecturerscanbespecialistsbythemselvesintraininga n d learningat work Secondly,thelecturers a tworkplace a re s p ec i a l i s ts on“ area”u n d e r s t a n d i n g o f t h e p r o c e s s o f h a n d l i n g w o r k t a s k s a n d f e a t u r e s o f v a r i o u s j o b positions.Thelecturersshouldconcentrate,convey,developandcomprehendh elpfulk n o w l e d g e s f o r t h e o c c u p a t i o n , e n h a n c i n g t h e e f f e c t i v e n e s s o f u s i n g l e a r n e d knowledgesinjobhandling(asstatedbyFalola,OsibanjoandOjo (36) ).

The role of lecturers and their ability to convey insightful knowledge is crucial for the success of corporations Effective trainers help organizations mitigate daily risks and propose solutions to enhance work processes and service quality These experts improve employees' working experiences and reduce job handling risks To maximize the effectiveness of training in business development, companies should hire educational lecturers with substantial experience and qualifications in their specific fields Training institutes with specialists in education and training are essential, as experienced trainers can help employees meet and exceed performance expectations.

Mostofp r a c t i ca l researchac kn ow led ged thatalmostcorporations ha ve inten tionofutilizingoutsidetrainingcenters/ servicestooptimizetheeffectivenessoftraining.Thisi s c l o s e l y s t r i c t e d t o h i r i n g a n d d e v e l o p i n g o f professionalt r a i n i n g e x p e r t s S i m u l t a n e o u s , theyalsokee pbuildinganddevelopingtraininginfrastructurefortheiro w n business.

Atonce,Mr.NghiepalsoaffirmedthatSCB’strainersarealmostpart- timelecturers,notyetavailablealthoughtheyaretheexpertsinthefieldoftrainingresearc h.Despiteof considerable experienceinteaching,qualityofteachingfromthesetrainersstillhavenotattainedthetrainingt argets.Asaresult,ittrulylessenstheeffectivenessofthelearners’acquisition,andconsiderablyi mpactsonoverallmanagementactivities.Inshort,establishingan effectiveteamofexperiencedexpertsbothinthefieldofoutofworkandworktrainingis anurgentsolution forthissituation.

Withthe theories informedand datacollectedduringthein-depthinterviewsatSCB– Chinato wn Branch,somesolutionsshouldbesuggestedforenhancingthequality ofc u r r e n t trainers,asbelows:

 1 ststep: Buyingtrainingpackagesofprofessionaltrainingorganizationsorhiringt rainingspecialistsfromprofessionalhumanresourcestraininginstitutionsoru n i v e r s i t i e s toperformtheprocessoftrainingatworkplace.Itisessentialforthebranc ht o q u i c k l y s o l v e t h e q u a l i t y oft h e c u r r e n t trainerso f SCB–

C h i n a t o w n Branch.However,italsohasadisadvantagethatitisineffectivetomeettheta rgetsa n d needsofthepracticaltraining.

ChinatownBranchbyselectinganumberofexperiencedleaders/ managersfromo t h e r b a n k s a n d e s t a b l i s h i n g trainingatp o p u l a r t r a i n i n g c e n t e r s orinstitutions.Itcancreategreatadvantagesbuttakesalongtime.Accordingly ,thesetrainersshouldbetrainingspecialistswithremarkablepracticale x p e r i e n c e inth eprocessofcurrentjobhandlingofemployees.

ChinatownBranchandutilizingoutsidequalifiedresourcesoft h e trainingservicesfrom well-knowntraininginstitutionsorcenters.ItwillsupportSCB–

Int e r m o f o p i n i o n s oft h e b r a n c h ’ s keyp e o p l e a s w e l l asf i n d i n g s f r o m p r e v i o u s research,thebenefitsofaqualifiedteamofprofessionaltrainingspecialistscanb ringa r e shownasbelows:

 Firstly,these expertsarethe mostcolourfulandeffective pioneersinimpartingthetrainingcontenttotrainees.Asaleadingroleofkeepingthehighquality oftraining, withremarkableexperiencesandknowledgesinthefieldofbusinessmanagement,theyare responsibleforconveyingthetrainingcontentreferstotraineesaswellasg i v i n g advic es,explanationstotraineestoapplytheknowledgesandexperienceslearnedinpr acticalwork.

 Secondly,theselectionandconstructionofaqualifiedteamoftrainingspecialistsc a n helpSCB–ChinatownBranchproperly accomplishthetrainingtargets,successfullyestablishtrainingcoursesaswellassavingmuch financialresourcestooptimizetheeffectivenessoftraining.

Assessingthec o n s e q u e n c e s o f t h e t r a i n i n g p r o c e s s i s o n e o f t h e mosti m p o r t a n t activitiesthatsupportorganizationsevaluate theamountofskillsandknowledgesthatlearnersgainedfromthecoursesaswellasexaminingt helevelofapplicationinactualworks.Moreimportantly,throughtheability ofusing andapplyingofthese skillsandk n o w l e d g e s inactualworksoftrainees,organizationscanevaluatetheeffectivene ssoftrainingb a s e d o n b u s i n e s s p e r f o r m a n c e c o n s e q u e n c e s ( r i s i n g p r o f i t s a n d r e v e n u e s , increasingproductivity,decreasingrateofturnover ).

InadditiontoMr.Nghiep’ssharing,Ms.Thanhalsostatedthatduetothesituationofdisrega rdingtrainingevaluationatSCB–

Chinatownbranch,thisleadstolotofissuesint h e processo f t r a i n i n g s u c h as:Lowq u a l i t y oftraining;Lackingo f connectionandreferenceo f trainersandtrainees;Unsuitablet r a i n i n g c o n t e n t s w i t h differencesfromtrainingtargetsand actualneeds,…

Accordingt o d a t a g a t h e r e d fromi n - d e p t h i n t e r v i e w s a n d t h e e v a l u a t i o n m o d e l o f trainingconsequencesofKir dpatrich,inaccordancewiththerealevaluationofworke f f i c i e n c y post- trainingatSCB–

 1 ststep: Assessingtrainees’reactionstoconsiderwhethertheyarepleasedwiththeq u al i t y of thetrainingcourse,method,equipmentandtrainersthattheyattendedornot?

Inordertogatherobjectiveinformationfrommulti- dimension,theevaluationoftrainees’reactionsshould beconductedperiodicallya n d regularlyt h r o u g h surveysandinterviews.

E v a l u a t i n gthelearningoutcomesoftrainees,primarilyevaluatetheskillsa n d knowledg esthattraineesattainaftereachcourse.Theevaluationoflearningoutcomeso f traineesshouldb e i m p l e m e n t e d p e r i o d i c a l l y a n d r e g u l a r l y t h r o u g h w r i t t e n e x a m i n a t i o n i n t h e f o r m o f t e s t s , i n t e r v i e w s , p r o j e c t s , t h e m a t i c r e p o r t s , p r a ct i c a l situations

 3 rdstep: Evaluatingthetrainees’behaviour.Thisstepistoevaluatethebehaviouralintentionso f t r a i n e e s bef or e andaftertraining T h r o u g h g a t h e r i n g e s s e n t i a l data fromt h e c o n s e q u e n c e s o f t h e w o r k a f t e r t r a i n i n g c o u r s e s , f r o m t h e i r ma nagers,customers,colleagues ,itsupportsthebranchassessifemployeesusetheskillsandk n o w l e d g e s learnedinactualworks.

ChinatownBranch.Thereby,thebranchwillassessh o w thetrainingcourseimpac ttheoverallperformanceofthebranch(increasingn e t profitsorreducingofproductio ncosts,risinglendinganddepositturnover ).

 Secondly,assessingtrainingoutcomesalsosupportsbusinessesclarifywhichc o n t e n t s oftrainingcoursesneedtobechangedorreplacedfornewbetteronestor e a c h the desiredconsequences Therefore, ithelpsthebusinessesgainremarkableexperiencesforthenexttrainingcourses.

 Thirdly,accordingtothesurveyoftrainersandtrainees,thesalestrainingdepa rtmentcanhavemoresufficientinformationandessentialtoolstoestablishther i g h t contentsof thetrainingcoursesinconformitywithpracticalworkrequirementsa n d thegeneraltrendofsociety.

 Finally,thorough evaluationoftraining can supportssupervisorsormanagersgiver i g h t d e c i s i o n s ( w h e t h e r t o e n h a n c e a n d u p d a t e t h e t r a i n i n g c o n t e n t , w h e t h e r t o continuetrainingor not, how tosignificantlyimprovethequality offuturetrainingc o u r s e s )

ACTION PLAN

ChinatownBranchtogetherwiththeproposalo fthealternativesolutions,thesolutiontoenha ncethequalityofpost- trainingevaluationisproperlyregconizedtothecircumstancesandfinancialsituationsofSCB –

ChinatownBranch and highposs ib il it y inpr act ice Inorderto b u i l d aproces s ofe n h a n c i n g thequalityoftrainingatthebranch,thisisaveryimportantfirststept hatb o ar d ofdirectorsshouldtakeconsiderationtodeploy.Belowsaredetailedactionsof thesolutionwhichareneededtocarryoutduringyear2019:

Process Objectives Actions Person(s)incha rge

Evaluating whetherthelearnerissatisfi edwitht h e t r a i n i n g methodsandc o n t e n t s , thetrainersort h e classroomequipments?

-Designing questionnaires,testso r contentofre portsreliedonthet r a i n i n g conten ts.

- PresentingtotheHeadofHumanRe sourceDivisionthroughdesigned questionnaires,testsandthe contentofther e p o r t s

SeniorAsse ssmentOffi cer Assessinglearners’behavior Assessingvariationintrain ees’behaviorbeforea n d a ftertraining,thea b i l i t y to apply

Process Objectives Actions Person(s)incha rge

Assessingtheresultsofp o s t - t r a i n i n g fromtheb u s i n e s s trainingsessiono f the branch.

- Confirmingtheconsequencesofexec utingthelearners’businessc o s t s af tertraining.

- Comparingandassessingtheresults ofexecutingthe standarda n d reachingconclusions aboutt h e effectivenessoftraining.

Process Objectives Actions Person(s)incha rge

SUPPORTING INFORMATION

Inthisthesis,b o t h o f twom e t h o d o l o g i e s i n c l u d i n g Q u a n t i t a t i v e a n d Qualitativea r e u s e d tor e s e a r c h Q u a n t i t a t i v e r e s e a r c h c o n c e n t r a t e s o n t h e numericdataandstatisticalinformationfromanalyzingfinancials tatements,p e r s o n n e l reports,etc.Qualitative research isallaboutex pert’sperspectivea n d i n - d e p t h i n t e r v i e w s I t i s u s e d t o u n d e r s t a n d t h e i r d e e p p e r s p e c t i v e s , thoughtsofk e y peopleintheenterprisea n d t h e i r fundamentalr e a s o n s f o r them.

Inthisresearch, dat a havebeenm o s t l y collectedfromprevioustheoriesandinte rviews.Themainmethodusedforcollectingqualitativedataisin-depthinterviews.

2 Deepconversationtoid entifypotentialproble msleadingtolowsales performance,highcust omerdissatisfactionan dvalidatethemtoexplor ethekeyone

Chinatown branch’stheCorporateBankingDepartmentandothercommercialbanksinthesam escale?Whichelementsaregoodandwhichonesneedtobeenhanced?

10 Inyouropinion,accordingtotheaboveissues,whichonemostlikelybethemainp r o b l e m whichSCB–Chinatownbranch’stheCorporateBankingDepartmentisdealingwith?

APPENDICESAppendix1:CircularNo.36/2014/TT-NHNNoftheStateBankofV i e t n a m

Co rp o ra te BankingDepartment2019

Appendix4:OperationReportofSCBChinatownBranch2019accordingr eq u e s t ofStat eBankofVietnam–HoChiMinhCityBranch.

Mr.Nghiep:Myname’sNguyenThanhNghiep.I'mt h e dir ectorofthecorporate bankingdepartmentatS C B –

Ms.Thanh:IamNguyenLeHoangThanh.I'mthedeputyd irectorofthecorporatebankingdepartment atS C B –

Mr.Dung:Myname’sNguyenHuu Dung.I'macorporate customerrelationsseniorexecutive officeroft h e corporatebankingdepartmentat SCB–

Mr.Minh:Myname’sNguyenQuangHoangMinh.I'macor poratecustomersalemanof thecorporatebankingdepartmentatSCB–

Ms.Oanh:Myname’s Dam ThiKieuOanh.I'macorporate customerrelationsproductand policyseniorofficerofthecorporatebankingdepartmentat

Ch in at ow n branch

Ch in at ow n branch

Mr.Dung:Ihaveexperiencedover06yearsofworkingin thebankingcorporation.Moreover,Ihaveworkedover05y earsatthecorporatebankingdepartmentat SCB–

Mr.Minh:Ihaveexperiencedover05yearsofworkingi n t h e bankingfield.Inaddition,Ihaveworkedover03yearsat thecorporatebankingdepartmentat SCB–

Ms.Oanh:Ihaveexperiencedmorethan05yearsofworkin gin thebankingindustry,andmyworkingdurationatSCB–

Chinatownbranchis over03years.However,myworkingtime in thecorportatebankingdepartmentis justabout03 months.

Mr.Nghiep:Inorderto assess abank,therearemanyaspectstoconsider.Ithink promotionopportunitiesandt h e w o r k i n g environmentconditionsareoneof them o s t essential aspectsforstaff.

Ms.Thanh:Generally,almostworkersleavetheirjobm o s t l y throughcomparinglevel of incomewith othercommercialbankswithin thesamearea.However,theyignoreessentialelementssuch aspromotionopportunities,welfarepolicies,workingenvir onment,etc.

Mr.Dung:Now,Ihaveprioritytoselectgoodworkingenviro nmentconditions tolearnmore practicalexperiencesandstabilizemylife.

Mr.Minh:Inmyopinion,goodbanksdefinitelyhavet o p r o v i d e greatconditionsforstaffto developtheirjobcareers.Actually,promotionopportunitie sarethetargetIwant toachieveduringmycareer.

Ms.Oanh: Thechancetogetmoreuseful knowledgest o a p p l y inpracticefromagreatworkingenvironmenti s w

Q3:Howmanynumberofstaffarethereinyourd e p a r t m e n t ? Whatisthe minimumnumberofstaffessentialto runyourdepartment’soperation?

Howdoyouthinkabouttheir workingexperience?Is thecurrentnumberofemployeesatthedepartmentablet o getthejobrequirements?

58,farsurpassing08employeescomparedto thenormalstandard.Particularly,it has

08newstaffandthose peoplehaveless than oneyearexperiencein this fiel

Q4:Asyouall known,thebusinessperformanceofyourdepartment aregoingdownbothincapitalanddebt.Whattroubles areyoudealingwith?

2018’sresults.Thecreditbalance anddepositbalancewerealsolowcomparedwith theinitialbusinessplan.Thebranch’soverallprofit is onlyreached69.3%of2018’sresults.Themajorityofreason sderivefrombaddebtsrising.Actually,weneedt o concentr ateonprocessing,therebysignificantlyinfluencingtheeffec tivenessofproductsalesandcustomerdevelopment.Moreo ver,humanresourcefluctuationis also one of the troublesthat thedepartmentarefacing.

Ms.Thanh:During2019,ourpersonnelsuffers15casesof leavingandmovingtootherdepartments.Simultaneously, wealsorecruitmorenewpeopleandt h i s significantlyimp actsthe qualityofmanagementandbusiness

Atonce,staff’sworkpressurebecomesm o r e andmoreinte nsewhen both businessdevelopmentandbaddebt handlinghaveto becompleted.

Chinatownbranch’stheC o r p o r a t e BankingDepart ment?Inyouropinion,isyourworkoverloaded?

Mr.Nghiep:Infacts,workpressureatthebranchisq u i t e h eavy.Mostpeopleusuallystartworking earlyandleavingtheofficequitelate.Dueto longworkingtime,theyalmostlackofcaringfromtheirfami ly.Incase theirfamilysympathizesandunderstands,it ishelpfulto them,otherwisetheymustsuffermorepressurefromtheirf amily.

Ms.Thanh:Inmyopinion, ourcurrentworkingenvironmentat thedepartmentissufferinghighpressure.Actually,staffhav etolook foreffectivewayst o m a i n t a i n existingcustomers,approachanddevelopnew onesandcross- sellproducts.Morever,theyalsoh i g h l y concentrateon handlingcustomers’problems.

Simultaneously,loansmanagementis also quitehard tohandle.Accordingly,theyeven mostlybringtheirworkh o m e t o s o l v e andlisten

Mr.Dung:Ioftengoto theofficeat8 amandeven backhomeafter7 pm.Isometimes mustworkovertimeon

Sundayorholidaystodealwithcustomers’loans.Luckily,I amstillinsinglelife,thereforepressurefrom thefamilyisinsignificant.Generally,thehighworkpressure happeningfor alongt i m e willnegativelyinfluencemywork-lifebalance.

Chinatownbranch’stheCorporateBankingDepartment deservedto yourcontribution?If itisnotdeserved,pleasemovetothenextquestion

Mr.Dung:Infacts,thecompensationpolicyatthebranchisn ot reallygreat.Accordingto thecurrentpolicy,vacationisorganizedonceinsummereve ryyearofworking.Besidethat, thecostofeachperson isaboutVND3 million.Ifanyonecan notarrangetoattend,theywill lose thispolicy.Moreover,specialpreferentialpoliciesarealso not appliedforparticipatingfamilymembers.

Ms.Oanh:The compensationatSCBarenotfascinatingtostaffincomparis ontootherbanks.Currently,otherbanksinthesameareaget relativegoodregimes,asfollows:specialinsurancepolicie s,additionalvacationtrips in oneyear,competingprogramsofrewardingbestsellersore xcellentstaff,etc.

- Thecompensation p o l i c y atSCB– Chinatown’stheco rporatebankingde partment

Q7:Whichimpactsofthe unfairnessbetweencontributionandcompensationtow ardtheworkp e r f o r m a n c e and thelevelof staffincentives?

Mr.Dung:Inmyopinion, incompatiblecompensationregimedoesnotonlymakesthe mdisappointedandboredbut also dispiritsstaff’sinspirationandm o t i v a t i o n tocontribut e alltheireffortsto thedepartment.Accordingly, lots ofnegative effectswillincrease suchashighturnoverrateandlackingofencouragementori nspirationtoenhancetheeffectivenessof works.

Mr.Minh:Honestly,Ifeelquiteunfair asourteam

-Discourage stafftocontribute alltheirefforts;Highturnoverr ateanddecreasingworkefficie ncy

Q&A Coding Classification alwaysworkdiligentlybutSCB’sremunerationis not deservedto ourefforts.Actually,the risks ofworkandpressureis quitehighbut thecompensationpolicyisn o t r e a l l y great.

Mr.Dung:Mycareerorientationisworkingin thebankingsectorbutmycurrentworkloadatthedepartme ntis quitehighandit mostlyleads tohighpressure.Inadditionto main tasks,Ialsotaker e s p o n s i b i l i t y toinstructandmanage newstaff.

Moreover,Ialsotrytosupport themmanageexistingl o a n s , handlebaddebtswellaswella sdevelopingnewcustomerbases.Therefore,itwillcausema nypressuresanddiffculties.

Mr.Minh:At this time,Iamresponsibleforbad debtmanagementandmanagingover

15corporatecustomers,thusmyworkis quitestressful.Moreover,Ialsosupportmybosstrainnewe mployeesandIexpectt h e m t o q u i c k l y understand theirjob tolessenourburdens.

Q9:Inyourviewpoint,what are themaincausesl e a d i n g t o highturnoverrateat this department?

Am on g them,whichpersonnelproblemsarethed e p a r t m e n t dealingwith,leading to theinstabilityofhumanresource managementatthistime?

Mr.Nghiep:Inappropriate personnelpoliciesandhighw o r k pressurearecauseslea dingto high turnoverrateatthedepartment.Inpractice,most ofemployeesaredesirableto look forlessstressfuljobs.Inmyopinion,t h e m a i n causeofthis issueis thepoorqualityoftrainingcourse.

Ms.Thanh:Somehow,mostoffemale employeeshavet o considertoswaptheirfamiliesforjobcar eers.

Therefore,lastingworkinghoursnegativelyimpactt he ir work-lifebalance.Accordingly,theytend tolookf or abetterjob opportunityforthemselves tobalancet h e i r life.

- Inappropriate personnelpoliciesandhigh workpressure;Poor qualityoftrainingcourse

Q10:How doyouassess abouteffectivenessofpersonneltrainingcourses?Is it great? Howdoesiti m p a c t onstaffand thebusinessresultsofSCB–

MrNghiep:Actually,almostemployeesin thedepartmentarenewones.Most ofthemhave attendeds o m e trainingsessionsbut theyhavenotbeenexperiencedpracticalworks

Theyalsohaveto dependo n s u p p o r t s fromexperiencedformersordirectmanagersin the department.

Ms.Thanh:Formyviewpoint, ourqualityof trainingcoursesis quitepoor.Thecontentoftrainingsessionshasnotsupported staffhavesufficientknowledgesandconfidence whentheyapproachedandhandledactualassignments.As aresult,itraisesworkpressureandmanagementpressureon otherstaff.Asemployees’s k i l l s a n d knowledgesarenotmetto job’requirements,i t w i l l leadtoincreasingNPLof SCB–Chinatownbranch.

Corporate lending is a complex product that requires highly qualified employees to effectively engage with customers Specialists must possess strong sales and negotiation skills, along with expertise in loan management and customer appraisal to perform their roles successfully Failure to meet these requirements can lead to an increase in bad debts at the branch, necessitating significant time to collect outstanding payments Consequently, high work pressure is a primary factor contributing to the insufficient time available for guiding and training new staff.

Mr.Minh:Wereallylikenewcolleaguesandwouldl i k e to havethechancetosupport themgetinsightofth ei r work.However,duetohighworkpr essure,wedon o t spendenoughtime tointeractwiththemliketheirdesiration.Inreality,thissome

Q11:Which causes lead to thisproblemandtheeffecto f these oneson SCB–

Mr.Nghiep:Thetrainingcontentisalmosttheorecticalknow ledgesandit isinconsistent withrealjobrequirementwithhighpracticalexperiencein thedepartment.Nowadays,communitesandsocietiesaregr owing andcomplexing, therebyrisksinpracticearealsomorecomplicatedandunfor seenthan ever.Thus,employeesarerequiredtobegoodatskills ofcommunicationandproblem solving to beabletom a i n t a i n e x i s t i n g customersanddevelopnewones.

Ms.Thanh:InSCB’sacademyinstitution, most oflecturersareunprofessionaltrainers.Actually,most oft h e m getpracticalexperiencesbuttheystilllackofpeda gogicalskills.Otherlecturersdo not havesufficientpracticalexperiencesandthustheycannot meetlearners’sexpectations.

Ms Dung highlights that the ineffective assessment of training targets leads to many courses being unsuitable for the actual training needs of each branch and inconsistent with potential learners The training department assigns a targeted number of learners for each course, which often results in training that meets set targets rather than the real needs of the branches This misalignment diminishes the significance and effectiveness of the training, leading to inefficient personnel utilization and wastage of resources Additionally, the quality and content of training rely heavily on subjective evaluations and have not improved based on past training assessments Consequently, SCB's current post-training evaluation process is ineffective, resulting in a significant gap between initial training targets and actual outcomes.

Mr.Minh:Trainingtargetsatthebrancharestill quitevague,dueto not preciselyconfirmingtherealtrainingneeds.Obviously,this significantlyreducesthequalityo f training.Inaddition,so me of trainingcoursesaref r e q u e n t l y setupbuttheyaretrulyun necessaryforactualjobrequirements.Otherwise,essentiala ndusefulcoursesfordevelopmentofemployeesthat

Q&A Coding Classification unsuitable.Actually,it has manycoursesheldmostlyat thebeginningof theyearandthismakesmoredifficultiesforemployees whowanttoattendduetofewtrainingcoursesin theirconvenienttime.Becauseo f t h e undiversifiedformoftraining,it can not beasemployees’sexpectations, thusit iseasierforthem toleavethecourse.

Q12:Inyouropinion,shouldyou proposeanyadvicest o s u p p o r t the branchthoroughlysolvethisproblem?

Mr.Nghiep: Thetrainingcontentshould beadjustedtob e appropriateforactualworkrequirementsa ndtowardspracticality.

Mr.Dung:Thetask ofevaluatingeffectsofpost- traininganddeterminingpracticaltrainingneedssho ul d be approachedandconcentratedon modernways.

Mr.Minh:Thedeterminingof trainingneedsshouldderive fromthepracticalsituationof thebranch.

Ms.Oanh:Thefrequencyof trainingcoursesshould beappropriatetoenhancetheeffectivenessfortheactual

- Welltrainedlecturers with richinpracticalkn owledgesandgoodpeda gogicalskills

Q&A Coding Classification workrequirementsandavoidwastingtimeandhuman resources.Moreover,trainingmethodsalsoshouldbem o r e livelyanddiversetomeettrainees’expectations.Thereby

,thetraineescanhavelosts ofmethods tochoosethebestsuitableonefor theiractualworkingconditionstoeffectivelyboostthe abilityofreception. training;Diversifying trainingmethods

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