Improving employees customer oriented behavior at counter a case of agribank to hien thanh branch

UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business NGUYEN PHUONG THAO IMPROVING EMPLOYEES CUSTOMER-ORIENTED BEHAVIOR AT COUNTER: A CASE OF AGRIBANK - TO HIEN THANH BRANCH MASTER OF BUSINESS ADMINISTRATION Ho Chi Minh City – Year 2020 UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business NGUYEN PHUONG THAO IMPROVING EMPLOYEES CUSTOMER-ORIENTED BEHAVIOR AT COUNTER: A CASE OF AGRIBANK - TO HIEN THANH BRANCH MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: Dr NGUYEN THI MAI TRANG Ho Chi Minh City – Year 2020 EXECUTIVE SUMMARY Banking is the financial institution that provide the customers related financial services In recent years, there are the development of several banking corporations in the market with the high amount and high increase of the Joint Stock Corporations Banking Institution The growth in the volume of banking institution leads to the rise of the competition on banking market and this creates the motivation to the bank to change the way of operating to improve the competitiveness, especially the 100% state-owned banking such as Vietnam Bank of Agricultural and Rural Development (“Agribank”), one of the largest 100% state- owned banking institution with a long time operation but by customer service style of the government office Banking activities include all services associated to banking and financial such as loan, borrowing, deposit, transferring, etc., in which counter transactions that are usually take place at bank branches with frequent customer interaction requests For that reason, the counter transactions can significantly affect customers' awareness and satisfaction towards the image and quality of the bank branch Hence, it is essential to enhance the customer service linked to direct transactions in all aspects to increase the competitiveness of the bank in marketplace Since the counter transactions have played a vital role in bank branch activities, especially for personal customers; the employees at bank branch have to know how to communicate and deal with customer issues in proper ways, from the procedure guide to interactive behaviors and other related skills In refer to Agribank To Hien Thanh (“THT”) Transaction Office, the researcher has tried to learn about the problem of poor customer- oriented behavior of employees which is caused customer dissatisfaction about direct transactions With deeper investigation, the author found that the main cause following this problem being low working motivation and suggest some alternative solutions as well as action plan to improve the situation of this Transaction Office ACKNOWLEDGEMENTS I would like to send special appreciation to my supervisor, Dr Nguyen Thi Mai Trang, and all the other teachers of International School of Business, University of Economics Ho Chi Minh City Without the help, the support and the guidance from Dr Nguyen Thi Mai Trang and other teachers, I will not be able to complete my master-level course as well as this thesis That is my pleasure to work with Dr Nguyen Thi Mai Trang during the project Besides, I would like to say thanks to my family and my friends who are always delivering the encouragement toward my learning process including all the activities during this course and this thesis as well Your patience, support, respect and all your understanding are greatly appreciated TABLE OF CONTENTS EXECUTIVE SUMMARY ACKNOWLEDGEMENTS LIST OF FIGURES LIST OF TABLES INTRODUCTION 1.1 Agribank 1.2 Agribank, To Hien Thanh Transaction Office PROBLEM CONTEXT 11 2.1 Global Banking Market 11 2.2 Vietnam Banking Market 12 2.3 Agribank Business Result 14 PROBLEM IDENTIFICATION 19 3.1 Symptoms 19 3.1.1 Symptom 1: Complaint Rate………………………………………………… 19 3.1.2 Symptom 2: Loss of loyal customers………………………………………… 22 3.1.3 Problem awareness…………………………………………………………… 23 3.2 Possible problems 25 3.2.1 Possible problem 1: Behavior of the employees……………………………….27 3.2.2 Possible problem 2: Complicated internal procedure………………………… 28 3.3 Problem Validation 29 CAUSE VALIDATION 32 4.1 Possible cause 1: Lack of knowledge about the procedure and policy 33 4.2 Possible cause 2: Lack of employee empowerment 35 4.3 Possible cause 3: Low working motivation 36 ALTERNATIVE SOLUTIONS 38 5.1 Alternative solution 1: Building an incentives policy for good individual performance……………………………………………………………………… 38 5.2 Alternative solution 2: Applying performance appraisal: using MBO (Management by objectives) software…………………………………………………………… 40 5.3 Main solution justification 44 ORGANIZATIONAL ACTION 46 CONCLUSION 49 SUPPORTING INFORMATION 50 APPENDIX 78 REFERENCES 80 LIST OF FIGURES Figure 1: Agribank Organizational Structure Figure 2: Agribank To Hien Thanh Transaction Officer Organizational Structure 10 Figure 3: New trends of global retail banking 12 Figure 4: Industry Retail Loan Growth in Vietnam (2013 - 2020E) 14 Figure 5: Networks of Banks in Vietnam 15 Figure 6: Total assets, Total Liabilities and Total Equity of Agribank via years 16 Figure 7: Total Assets via years of largest 100% state-owned banks 16 Figure 8: Revenue and profit of Agribank via years 17 Figure 9: Return on total assets of largest 100% state-owned banks (Total Profit After Tax/Total Assets) 18 Figure 10: Answer of Question 1: What you think about the customer satisfaction toward counter transactions at To Hien Thanh Transaction Office 24 Figure 11: Answer Result of Questions 3: What you think about the reasons of this situation 26 Figure 12: Initial cause-effect tree 29 Figure 13: Complaints via box office .30 Figure 14: Updated cause-effect tree 32 Figure 15: Main cause-effect tree 38 LIST OF TABLES Table 1: Number of complaints of customers at To Hien Thanh Transaction Office, Agribank 20 Table 2: Agribank To Hien Thanh branch compare to equivalent scale branch – Tan My about complaint rate 20 Table 3: Customers' complaints via hotline 21 Table 4: Answer for Questions with point of view about the situation of customers satisfaction toward counter transactions in Agribank 24 Table 5: Organizational Plan 47 INTRODUCTION 1.1 Agribank Agribank is one of the largest 100% state-owned banking institution on the market with a large organizational structure from the government, the state-owned to the small level of the corporations including the Transaction Office The organizational structure of Agribank is as below: Figure 1: Agribank Organizational Structure (Source: Agribank website) According to the organizational structure of Agribank, To Hien Thanh Transaction Office is classified as the Transaction Office under Branch Type and Type and the Transaction Office is the office of Agribank performing direct transaction, business activities and the transaction office is the first impression of the customers about the services of Agribank and creating the customer satisfaction to the related services 1.2 Agribank, To Hien Thanh Transaction Office Agribank To Hien Thanh is a Transaction Office that is established under District 10 Branch at 175 To Hien Thanh, Ward 13, District 10, Ho Chi Minh City, Vietnam The business activities of this Transaction Office including:  Mobilizing short, medium and long-term capital in the form of time deposits, demand deposits  Providing short, medium and long-term loans  Payment services among customers, conducting foreign exchange, gold and international payment  Payment and transaction for the business corporations including transferring, payroll, payment, etc.,  Cash withdraw, cash deposit and term deposits to the personnel customers Thus, the customers satisfaction is really vital to the branch since the business activities of the transaction office is mostly completed and provided toward the personnel customers The organizational structure of Agribank To Hien Thanh Transaction office (District 10 Branch) is based on the standard structure of the Transaction Office of Agribank including the below people and department with 12 employees Transaction Office Manager Vice Transaction Officer Managers Accounting Department Loan Department Transaction Department Loan Officer Controller Teller Treasurer Figure 2: Agribank To Hien Thanh Transaction Officer Organizational Structure (Source: Agribank To Hien Thanh Transaction Office) Within the departments and the people of To Hien Thanh transaction office of Agribank, the members and the department that mostly connect to the customers including the Teller, the Treasurer, the Controller and the Loan Officer In-depth Interview - Interviewer: Nguyen Phuong Thao - Interviewee: Ms Tran Thi Thuy - Title: To Hien Thanh Transaction Officer Vice Manager - Age: 32 - Working experience period: 10 years’ experience in banking industry Phuong Thao: From the initial interview, the main problem at To Hien Thanh branch is poor behavior of employees What are the reasons leading to this problem? Firstly, the employees are not skillful enough and unclear about the banking process Phuong Thao: Why does this issue happen? Due to the lack of training The training is held at Headquarter office and each branch sends only one representative to participate Usually the training sessions only update changes on policies or some documents, but not instructions on actual operations or customer interaction skills Not any reminding training The other employees only receive the guidance from me about content of training Phuong Thao: What is your suggestion to improve the training? I think we just can share the information given from Headquarter and learning from each other regarding skills of communication or interaction It is hard to conduct separate training for our branch due to lack of time and resources Phuong Thao: What are other causes resulting in poor employees’ behavior? The low motivation among employees can be other reason Some of the situation, the employees are really bored and not be encouraged to improve the quality of their work Since then, it affects to their attitudes when delivering services We not have KPI system for each employee and the salary is based on the regulation There is not any evaluation regarding the performance and nothing impact to the income of the employees as well as no recognition toward better employees Phuong Thao: What is your recommendation to solve this situation? I think we need to set up an appropriate incentive guideline for the staff, which can impact to their income and bonus A clearer KPI should be useful for us too, we have to identified the ones with better or worse performance to give them reward or punishment Phuong Thao: How about employee empowerment at this branch? Is that a cause of poor employees’ behavior? I not think that this is the issue at our office The employees must be managed for their authority due to the security of banking transaction Phuong Thao: What is the main cause leading to the problem of poor behavior of personnel and why? From my perspective, the skills and motivation are major causes of this problem The employee motivation, however, can has bigger influence on personnel behavior If the employees are encouraged to work with suitable reward and recognition, they will be happy to deliver services to customers Phuong Thao: Apart from these causes, is there any reasons responsible for this problem? No I think that is enough Phuong Thao: Thank you so much for your useful opinion In-depth Interview 6: - Interviewer: Nguyen Phuong Thao - Interviewee: Ms Nguyen Thi Thu Trang - Title: Transaction Controller of To Hien Thanh Transaction Office - Age: 28 - Working experience period: years’ experience in banking industry Phuong Thao: From the initial interview, the main problem at To Hien Thanh branch is poor behavior of employees What are the reasons leading to this problem? We have some employees that are not so good both in functional knowledge and skills (soft-skills) They graduated from non-banking schools Thus, they not have enough knowledge in banking and sometime they take lots of time to re-correct or reject their requested documents They also need to remind more about their behavior in front of customers as they forgot to show warming welcome for people using our services Phuong Thao: Why does this issue happen? I think this is due to low budget, we cannot hire more skillful and experienced ones Besides, the recruitment is decided by Headquarter, so our branch just try to teach these employees through daily tasks Phuong Thao: Could you provide a practical situation to illustrate this issue? For personal loan or account opening services, we have many types with different fees and charges For instance, the bank has an automatic interest deduction service If employees not advise clearly to customers, they will not know and must remember to pay the interest on a monthly basis, late payment will be penalized When customers come to the branch to complain about this issue, some employees not calmly explain the problem to customers but saying that is due to customers’ miscommunication and make them even more frustrated Phuong Thao: What is your suggestion to improve this situation? As I said before, the selection of employees is decided via a centralized recruitment at Headquarter, the chosen ones will be allocated as assigned for any branch It means that this is out of our office authority Phuong Thao: What are other causes resulting in poor employees’ behavior? Personally, I believed that the employees are not encouraged enough to work with enthusiasm Phuong Thao: Can you explained more about that? I think this is because we not have any method to motivate the employees during their working At peak times, a large amount of work that needs to be solved will put pressure on employees and prevent them from behaving politely or favorably with customers Phuong Thao: What is your suggestion in this case? Maybe we can consider to use a type of method to encourage the employees such as employees of the month, employees of the years And, we will need to design suitable KPI or things to measure the contribution and performance of the employees Phuong Thao: How about employee empowerment at this branch? Is that a cause of poor employees’ behavior? Uhm With frequent direct interactions with customers, there are many cases that need to be solved as soon as possible In fact, customers would be happy if they get the services quickly to save time Nonetheless, because of authority shortage, the requirements must be waited for superior approval For me, if the work is more flexible in problem solving for customers, both sides would be more satisfied In spite of that, it is difficult to because employees who are empowered must be trustworthy and highly responsible for what they Phuong Thao: What is the main cause leading to the problem of poor behavior of personnel and why? Personally, motivation is the key reason for this problem The employees need to be more encouraged to work with higher productivity Once they are satisfied with their job, they will naturally be friendly with customers Phuong Thao: Apart from these causes, is there any reasons responsible for this problem? No I not have other idea Phuong Thao: Thank you so much for your sharing You’re welcome PART In-depth Interview - Interviewer: Nguyen Phuong Thao - Interviewee: Mr Tran Minh Huy - Title: To Hien Thanh Transaction Office Manager - Age: 35 - Working experience period: 13 years’ experience in banking industry Phuong Thao: Based on the information provided in previous interview, I suggest two potential solutions as I already sent the report to you What is your opinion about each solution? In first solution, it can be effective if the branch offers opportunities for personnel to be planned for higher positions or move to Head office with higher benefits When employees can see a clear promotional path, they will give more energy and enthusiasm at work For the second solution, it sounds great with the support of a software I believe that the management activity will be easier for us and also more efficient than the current method that the branch used Phuong Thao: Which one is the better alternative? The second alternative is more comprehensive because we can evaluate the employees’ performance in objective approach and based on that, providing the recognition and compensation for deserved personnel It is also a long-term solution that help to develop a wide-ranging management system for the bank Besides, we have enough authority to apply this software because it belongs to each branch management method The headquarter let branch to use tool to support management activities in order to improve service quality and performance As long as this tool are under branch budget control and following headquarter targets, the branch manager can decide to use or not Phuong Thao: Do you have any other suggestion? I not have other recommendation Phuong Thao: Thank you for your help No problem In-depth Interview - Interviewer: Nguyen Phuong Thao - Interviewee: Ms Tran Thi Thuy - Title: To Hien Thanh Transaction Officer Vice Manager - Age: 32 - Working experience period: 10 years’ experience in banking industry Phuong Thao: Based on the information provided in previous interview, I suggest two potential solutions as I already sent the report to you What is your opinion about each solution? Firstly, I think the incentives can enhance working motivation; however, it just solves a small aspect of the problem I mean, the first alternative cannot handle entirely the root cause Currently, we still utilize old forms in excel to manage people We actually want to find out a useful technique to support human capital management, like application or software With the help of advanced technology, management activities can be run more smoothly and build a foundation for a complete management system in long-term Phuong Thao: Which one is the better alternative? The software will be a better choice for us I think giving incentives for good individual contribution is important but not completely solving the main problem From what I can see about the functions of the software, it is appropriate for our branch with more benefits and reasonable price Phuong Thao: Do you have any other recommendation? No, I think your suggestion is good idea Phuong Thao: Thank you so much You’re welcome In-depth Interview - Interviewer: Nguyen Phuong Thao - Interviewee: Ms Nguyen Thi Thu Trang - Title: Transaction Controller of To Hien Thanh Transaction Office - Age: 28 - Working experience period: years’ experience in banking industry Phuong Thao: Based on the information provided in previous interview, I suggest two potential solutions as I already sent the report to you What is your opinion about each solution? For the first one, I believe that it will improve the motivation among employees You know, everyone will be happy if they can receive such rewards and recognition like this The second one is also good idea because it will create a fairer evaluation for employees’ performance and then support them to work better or correct their fault soon Phuong Thao: Which one is the better alternative? I think the second is better Since there are no precise standards for controlling employees’ behavior, it leads to more customer complaints Using software does not only helps to set specific targets, but also to adjust inappropriate behaviors I heard about this software in banking industry seminar and learned that it is quite effective in improving employees’ performance, both in terms of behavior and skills Phuong Thao: Do you have any other suggestion? No I not have any other idea Phuong Thao: Thank you for your sharing You’re welcome In-depth Interview 10 - Interviewer: Nguyen Phuong Thao - Interviewee: Ms Tran Thanh Ngoc - Title: Teller of To Hien Thanh Transaction Office - Age: 26 - Working experience period: years’ experience in banking industry Phuong Thao: Based on the information provided in previous interview, I suggest two potential solutions as I already sent the report to you What is your opinion about each solution? The first alternative actually can encourage employees to spend more efforts because it is linked directly to specific benefits Customer service with a friendly attitude also needs to be acknowledged so that other members can follow For the second, it creates a more transparent and tighter management system for the entire branch Then employees will pay more attention to enhancing their performance in both behavior and skills Phuong Thao: Which one is the better alternative? This is the software I think having such a management software will help to improve the quality of work in many aspects such as behavior, skills, performance, etc., as the assessment process is more rigorous and accurate Of course, being controlled by more goals can cause initial pressure on employees, but over time, they will gradually get used to those targets and create a more professional working environment Phuong Thao: Do you have any other suggestion? No That’s enough Phuong Thao: Thank you for your opinion I’m happy to help APPENDIX AGRIBANK FINANCIAL STATEMENT Income Statement (million VND) 2015 Net Interest Income 24,652,693 28,337,932 34,021,501 40,877,317 Net fee and commission income 2017 2018 2,122,176 2,580,635 3,061,853 3,763,116 425,868 517,203 532,407 704,649 2,046 -152,563 -1,321 6,255 52,678 -245,904 176,762 52,965 3,306,214 4,340,048 5,072,477 8,023,823 275,457 47,256 127,569 -286,089 Net gain from foreign currencies trading Net (loss)/gain from securities held for trading Net (loss)/gain from investment securities Net other income 2016 Net income from capital contributions and investments in other entities Total operating expenses 16,006,100 18,410,421 19,502,732 24,078,246 Net profit before provision for credit losses 14,831,032 17,014,186 23,488,516 29,063,790 Provision for credit losses 11,647,754 13,133,029 18,503,027 21,718,308 Profit before tax 3,183,278 3,881,157 4,985,489 7,345,482 Profit after tax 2,372,751 2,989,740 3,931,333 5,769,524 Balance Sheet (million VND) 31-Dec-15 31-Dec-16 Assets 31-Dec-17 31-Dec-18 - - Cash and gold 12,117,983 11,847,456 12,086,885 14,300,108 Balances with State Bank of 43,165,771 21,510,898 25,881,205 31,406,723 61,472,998 51,351,780 73,611,763 74,165,408 Securities held for trading 57,933 65,693 10,310 4,782 Derivatives and other financial 14,602 22,943 1,279 67,235 Loans to customers 618,114,085 733,321,622 864,461,159 992,787,390 Investment securities 115,886,352 158,080,933 150,060,879 139,667,864 285,213 246,193 80,879 80,405 7,456,864 8,240,497 8,447,253 9,234,025 Vietnam (SBV) Placements with and loans to other credit institutions assets Long-term investments Fixed assets 31-Dec-15 31-Dec-16 31-Dec-17 31-Dec-18 10,604 10,304 4,966 4,666 Other assets 16,224,922 17,764,916 18,257,562 20,730,034 Total assets 874,807,327 1,002,463,235 1,152,904,140 1,282,448,640 - - Balance Sheet (million VND) Investment properties Liabilities and Equity Borrowings from Government 17,126,980 27,185,688 36,468,288 50,521,162 Deposits and borrowings from 3,822,581 3,773,066 6,129,005 7,093,084 763,361,419 866,084,070 1,007,694,065 1,103,606,611 13,652,450 18,060,996 7,554,040 7,171,536 Valuable papers issued 12,293,035 16,431,653 16,962,865 24,757,373 Other liabilities 22,042,795 26,602,272 29,567,274 31,118,244 Total liabilities 833,134,874 958,137,745 1,104,375,537 1,224,268,010 41,672,453 44,325,490 48,528,603 58,180,630 874,807,327 1,002,463,235 1,152,904,140 1,282,448,640 and the SBV other credit institutions Deposits from customers Funds financed, entrusted for investment, lending Total owner’s equity Total Liabilities and Equity REFERENCES Agribank Agribank Annual reports Available from https://www.agribank.com.vn/vn/ve-agribank/cong-bo-thong-tin/bao-cao-thuongnien [Accessed 12th December 2019] Luis Angeles On the Nature of Banks Kyklos 2019; 72(3): 381-399 Available from: http://doi.org/10.1111/kykl.12204 [Accessed 26th December 2019] Sarker S, Ghosh SK, Palit M Role of Banking-Sector to inclusive growth through inclusive finance in Bangladesh Studies in Business and Economics 2015; 10(2): 145-159 Available from: http://doi.org/10.1515/sbe-2015-0026 [Accessed 26th December 2019] Grand View Research Retail Banking Market Analysis, By Type, By Services, By Solutions, By Region, And Segment Forecasts, 2019 To 2025 Available from: https://www.grandviewresearch.com/industry-analysis/retail-banking-market [Accessed 26th December 2019] Business Wires What’s New in the Retail Banking Industry? 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Journal of Management Development 2013; 32(9): 10231035 39 Swan S Ready-to-Use Performance Appraisals New York: John Wiley & Sons; 2012 40 Huang S, Durcikova A, Lai H, Lin W The influence of intrinsic and extrinsic motivation on individuals' knowledge sharing behavior, International Journal of Human-Computer Studies 2011; 69(6): 415-427 ... organizations such as To Hien Thanh transaction office of Agribank The research shows the complaint rate of the customers that come to Agribank To Hien Thanh Transaction office and compare via... employees? ?? customer- oriented behavior to satisfied customers using counter transactions The project ? ?Improving employees? ?? customer- oriented behavior at counter: A case of Agribank To Hien Thanh branch? ??... alternative that can solve the problem at Agribank To Hien Thanh Transaction Office is utilizing an MBO performance appraisal software ORGANIZATIONAL ACTION In Agribank To Hien Thanh Transaction Office,