(Luận văn) the impact of ineffectiveness training program on turnover intention at vpbank

t to ng hi ep UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business w n lo ad ju y th yi pl NGUYEN VAN HA n ua al n va ll fu THE IMPACT OF INEFFECTIVENESS TRAINING PROGRAM ON TURNOVER INTENTION AT VPBANK oi m at nh z z k jm ht vb gm om l.c MASTER OF BUSINESS ADMINISTRATION n a Lu SUPERVISOR: DR PHAM PHU QUOC n va y te re th HO CHI MINH, YEAR 2018 t to TABLE OF CONTENTS ng EXECUTIVE SUMMARY hi I - BACKGROUND INFORMATION OF VPBANK ep Introduction and the current context at VPBank w n 1.2 Technology advancement at VPBank 1.3 The importance of human resources management at VPBank lo 1.1 About VPBank and recent achievements Symptoms and problem identification at VPBank ad 2.1 Symptoms of problem in human resources management at VPBank y th Highest turnover rate in banking sector 2.1.2 Turnover intention occurred mostly in junior levels ju 2.1.1 yi 2.2 Potential problems in human resources management at VPBank 2.2.1 pl 2.2.2 Initial Cause - Effect Map 2.2.3 Theoritical framework regarding employee's turnover intention 2.2.4 Updated Cause - Effect Map Interview results of employees with turnover intention al 10 ua 11 n va 13 14 n 2.3 Central problem identification ll fu II - PROBLEM JUSTIFICATION 14 Definition of "Effective training" 15 Justify the existence of ineffective training program Error! Bookmark not defined.5 oi m Justify the importance of effective training program 18 z 17 at 2.2 Quantitative research and results 15 nh 2.1 Current training program at VPBank z 3.1 Decrease productivity 18 vb 3.2 Waste of money & resources 19 ht 19 jm 3.3 Employees become the biggest liability Identify potential causes of ineffective training 19 Final Cause - Effect Map 20 k gm III - ALTERNATIVE SOLUTIONS 21 Training Center must be restructured 21 Digitalizing training programs 24 om l.c IV – ACTION PLANS 26 a Lu Decide on the method of training 26 n 1.2 Online training courses 26 va 1.3 Interactive training courses 27 n 1.4 Utilizing the current training center’s workforce 28 Detailed action plans 28 APPENDIX 45 th REFERENCES 43 y SUPPORTED INFORMATION 31 te re t to EXECUTIVE SUMMARY ng Becoming one of the largest commercial bank in Vietnam, Vietnam hi ep Prosperity Join-stock Commercial Bank (VPBANK) has to face many obstacles and challenges to maintain its status and develop sustainably Maintaining capable w n workforce is a critical responsibility of human resources management to achieve this lo ad goal This thesis will figure out the current problem in human resource management, y th using current symptoms analysis along with the analysis of qualitative and ju quantitative research based on primary data at VPBank After discovering the central yi pl problem of ineffective training program for junior levels, the thesis would evaluate ua al the causes and consequences of the problem in order to create probable solutions n and action plans to enhance the employees’ commitment with the organization va n Seeing the importance of retaining the young work force for sustainable growth at ll fu VPBank, this research is critical for human resources management to control the m oi situation and improve the quality and productivity within the bank at nh z z k jm ht vb om l.c gm n a Lu n va y te re th t to ng hi ep I BACKGROUND INFORMATION OF VPBANK Introduction and the current context at VPBank 1.1 About VPBank and recent achievements Vietnam Prosperity Joint-Stock Commercial Bank (VPBANK) is a local bank w n with 25 years of operation and development in Vietnam In the last five year, lo ad VPBank has achieved some remarkable development and success VPBank has the y th charter capital increased from 5,770 billion in 2012 to VND 15,706 billion in 2017, ju with more than 215 branches and around 12,000 official employees including yi pl official employees and collaborators ua al In 2018, VPBank is listed in the top 40 most valuable brands in Vietnam, ranked n 13th with the brand value of USD 99.2 million, which outperforming other joint stock va n commercial banks in Vietnam In addition, with many other awards in 2017, it is ll fu also announced as the “Best Unsecured Lending Product in Vietnam” and “Best oi m Digital Banking Initiative in Vietnam” by Asian Banker These awards prove that at nh VPBank has run on the right track with its mission to focus on retail banking with advanced technology and digital application z z Follow these achievements, in the next years, VPBank has the challenging vb jm ht objectives to remain top leading retail join-stock commercial banks with sustainable but aggressive organic growth, as well as focus on digital bank for retail k Technology advancement at VPBank l.c 1.2 gm customers and small and medium enterprises om Along with the expansion nationwide, VPBank has faced many challenges of a Lu managing the work force and the operation cost Strategically, it has built a strong n foundation systems in terms of organization, human resources, technology and va n operation Until 2017, almost all of these systems has been setup (SAP System for than 12,000 employees, the challenge is how to keep the employees on track with th as a full-circle IT service organization However, with the banking system with more y Operating System and Auto Approval System, etc.) Even the IT division is operated te re Human Resources, Finance and Administration; LOS and T24 System for Loan t to the bank advancement According to Akyüz et al, given extensive training, ng employees would felt trusted and invested, thus they would want to commit and hi ep contribute to the organization with the knowledge and skills they are provided 1.3 The importance of human resources management at VPBank w n According to the HR Strategy Model (Appendix 1), it is critical for human lo resources management to control all factors related to the organization strategy’s ad y th goal Especially at VPBank with the significant growth recently, the bigger the ju organization become, the more difficult and complicated for human resource yi pl management in training & development, recruitment and other staffing issues ua al Considering characteristic of banking operation, there are complicated n products and procedures as well as banking specialization that needed training va n Otherwise, there will be internal fraud and breach of regulations that employees ll fu would without knowing Sometimes, the cases would even need the participation m oi of authority to investigate In recent years, there are several cases of fraud in Vietnam at nh banking & financial market that worry the employees, which lead to more fluctuation in the banking workforce In 2008, Fulbert confirmed that banking z z regulation can keep the bank from crisis, and also contribute to the economic growth vb jm ht and stability Regarding VPBank with the focus on retail customers (both unsecured and secured k gm loans), the risk is higher in banking operation as well as human resources l.c management For example, the bad debt from retail loans is not significant compared om to the size of the bank, but hundreds or thousands of them would lead to serious a Lu problem If the personal bankers (sales persons) are extensively trained about the n banking operation and products and those risks, the total bad debt might decrease va n considerably Moreover, focusing on the retail segments, the collection team are resources management is how to manage these teams with suitable payment and th hundreds of collectors to acquire these kind of skills The question for human y would require specific skillset to it properly, and imagine there are several te re much needed to remind their customers about the pre-due debt or on-going debt It t to fringe benefits for retaining the work force (i.e training & development), but also ng manage it with minimum cost for the bank hi ep Additionally, VPBank is a young-generation organization with more than half of the work force at the age of below 30, even with the managing level with only - year w n working experiences In term of recruitment, the hiring process is quite strict and lo ad selective Only fresh graduates who pass the test (given by another independent test y th supplier) or experienced candidates with at least years working in financial/ ju banking sector have chances to interview The interview panel including hiring yi pl managers, superiors of hiring manager, and HR representative would decide the ua al suitable candidates for the available positions However, the expectations of fresh n graduates and junior levels are different from the experienced ones They not only va n want experiences, but also learning and development In the research of Jusoh et al ll fu (2011), the employers are not satisfying graduates’ expectations It means they m oi would actively find another working places that they hope would meet their at nh expectations As the next five year vision of VPBank is sustainable development, human resource managers would have to find solutions for balancing between young z z employees’ expectations with minimum cost of human resources for higher profit vb Symptoms and problem identification at VPBank 2.1 Symptoms of problem in human resources management k jm ht gm 2.1.1 Highest turnover rate in banking sector l.c According to Navigos Search Annual Report in 2017, 43% of total surveyed banks om have the turnover rate from 11 to 20%, and only 11% of total surveyed banks have a Lu the highest turnover rate at more than 20% (Firgue 1) Considering the small banking n market with only total of under 20 banks, it means only banks have the turnover va n rate of more than 20% and VPBank is one of them Following the human resources y te re data for exiting employees, it is alarming that the turnover rate at VPBank is 23% Compared to the market common turnover rate at 11 – 20%, the turnover rate at VPBank is significantly high and needed in-depth analysis to prevent the number to th last year t to increase in the following years Considering VPBank has gained the top position in ng the list of Top Asia Employer Brand 2017, the flows of employees leaving the bank hi ep would impact on the reputation of the bank, thus lead to less attractive employer branding and more instable organization w n BANKING INDUSTRY TURNOVER SITUATION lo ad y th ju 11% 16% yi 30% pl n ua al 43% of total surveyed banks n va fu Turnover rate from 5% to 10% ll Turnover rate at below 5% m oi Turnover rate from 11% to 20% Turnover rate at above 11% nh at Figure 1: Navigos Search Annual Report z 2.1.2 Turnover intention occurred mostly in junior levels z ht vb Due to the human resources report annually from 2015 to 2017, there is jm gradually increasing trend of turnover rate from 17.2% in 2015, to 20.07% in 2016 k and 23.04% in 2017 (Figure 2) Combined with the significant growth of the bank gm in the last five years, it can be seen that the bank transformation has affected on the l.c workforce in the short-term However, it should not be a long-term problem because om resources for labor force are limited, especially in banking sector n a Lu n va y te re th t to Turnover rate AT VPBANK ng 25.00% 23.04% hi 20.70% ep 20.00% 17.20% w 15.00% n lo 10.00% ad 5.00% ju y th 0.00% yi 2015 2016 2017 pl ua al Figure 2: Turnover data in VPBank Furthermore, it can be clearly seen in figure about the turnover analysis of n n va leaving employees segmentation The junior levels (who have less than three year ll fu working experience) consist of 83.39% of total leaving employees in the first half oi m of 2018 It means every 10 leaving employees, of them are junior ones This nh number increase considerably compared to the junior levels leaving the company at in 2017 at only 66.62% of total exiting cases z z Turnover rate (2017) jm ht vb Turnover rate (2018) 1.92% 5.76% k 27.62% om l.c gm 14.70% 83.39 % 66.62% n a Lu Manager levels Junior levels Senior levels Manager levels y te re Senior levels n va Junior levels th Figure 3: Turnover segmentation at VPBank t to Due to the human resources report as above, it can be concluded that the turnover ng intention for employees at VPBank, especially the junior ones, is the warning sign hi ep for the human resources division to figure out the reasons that lead to the brain draining to the market It would lead to increase in the operation cost and human w n resources management cost Moreover, as can be seen in figure 4, the recruitment lo ad over turnover rate shows that every 1.6 employees onboarding, there is another one y th exiting The rate even decrease to 1.17 in the first half of 2018, which means almost ju a new comer onboarding replace for a person who left Because the headcount yi pl planning in 2018 increase in total of more than 2100 new employees, even with high n ua al rate of recruitment, this rate of turnover would cause the bank not grow as expected Second half First half of 2017 of 2017 2018 1.66 1.89 1.17 n va First half of oi m (employees) ll fu Every recruiting per exiting Potential problems in human resources management at VPBank at 2.2 nh Figure 4: Recruitment replacing for exiting cases z z 2.2.1 Interview results of employees with turnover intention vb It need to be conducted an in-depth survey for leaving employees on their ht k jm reasons to leave The informants for qualitative research should be the employees gm who recently have leaving application There are six employees to be interviewed Using open questions with semi-structured interview guidelines, the research with l.c om six intensive exiting interviews shows that the leaving employees are not satisfying a Lu with the training program for new employees, as well as the product and procedure training are meager They also concern about their income that lead to their decision n n va to quit As a consequence, with low performance result, she would not get the promised th time Furthermore, with lack of product training, she found it demotivating to work y segment, thus get more bad debt from customers who cannot pay the fee/debt on te re As Ms Hang feedback, it is easier for credit officer to target unsuitable customers t to income she could gain should she reach the sales target The easy way for her as ng junior officer is to find another job with less challenge and more income hi ep Ms Ngoc, another employees who decided to quit, has said that the reasons for her leaving is her salary Though she has been working at VPBank for years with w n excellent result, her salary is lower than her friend at another bank She felt under- lo ad valued and demotivate to continue to work as hard She believed that she only can y th increase her salary if she is admitted to the same position at another bank The ju feedback about salary is also from another interviewees, who said that they expect yi pl much more than what they receive ua al Mr Trong, who works as marketing officer, said that after graduation, he expected n to work in his major and to learn from experiences and on-job training However, in va n fact he did not receive proper training, thus lead to low productivity and ll fu misunderstanding in the department Ms Trang, who also has less than year m oi working experiences, also expect to be trained and developed in her works due to at nh the complicated transaction process However, because the workload at the department is quite large, she was not receiving official training from the bank and z z immediately work on the system It would risk her productivity and result, thus she vb jm ht decide to quit the job Interviewees’ profiles: k gm 2.2.2 Initial cause - effect map l.c The total number of employees leaving the company in the recent six month om is more than 1400 people As has been said, this kind of rate would effect on not a Lu only internally but also externally Internally, the operation cost and management n cost would increase significantly In addition, with high turnover, employees’ va n motivation to work would decrease considerably since they have to take over the job of internal struggle 10 th reluctant to apply for a job at an organization with real high turnover due to the risk y would be badly marked by the concerning high turnover rate Candidates would be te re and work harder to cover the leavers’ jobs Externally, the employer brand name t to 7.What is your evaluation rank for your satisfaction of these factor? ng ( 1-5: from very unsatisfactory to very satisfactory) Factors Salary and bonus Benefits Training & Development Leadership Style Policy and process system hi Score ep w n lo ad y th Result: ju Score yi Factors Training & Development Salary and bonus Policy and process system Leadership Style Benefits pl n ua al n va ll fu oi m at nh z z k jm ht vb om l.c gm n a Lu n va y te re th 37 t to ng hi ep w n lo ad How would you evaluate about salary and bonus policy at VPBank? Strongly Strongly Disagree Neutral Agree disagree Agree The salary policy is clear 22% 48% 22% 8% My salary and bonus reflect promtly how I contribute to the bank 29% 33% 34% 4% I am satisfy with my salary and bonus 19% 45% 28% 8% ju y th yi Result: pl n ua al Salary and Bonus Policy Evaluation va 8% 28% n I am satisfy with my salary and bonus 45% ll fu 19% m oi 4% 34% 33% 29% at nh My salary and bonus reflect promtly how I contribute to the bank z z 8% 22% vb The salary policy is clear 48% Agree Neutral 0.2 Disagree 0.3 0.4 0.5 0.6 Strongly disagree om l.c Strongly Agree 0.1 gm k jm ht 22% n a Lu n va y te re th 38 t to ng hi ep w n lo ad How would you evaluate about Leadership style at VPBank? Strongly Disagree Neutral disagree The working resources are adequate all team members My boss is fair with all employees My boss supports me to develop my career path Agree Strongly Agree ju y th yi Result: pl ua al Leadership style evaluation n 11% va 33% My boss supports me to develop my career path n 45% ll fu 5% 6% m oi 6% nh 39% 33% My boss is fair with all employees at 19% z 3% z vb 5% 67% ht 22% 6% k jm The working resources are adequate all team members gm 0% 10%20%30%40%50%60%70%80% Agree Neutral Disagree Strongly disagree om l.c Strongly Agree n a Lu n va y te re th 39 t to ng hi ep w n lo ad 10 How would you evaluate about the training and development at VPBank? Strongly disagree The bank provide clear orientation from the beginning The product & policy training courses are helpful for my work The soft-skill training courses are limited and only provided to management level Time arrangement for training courses are suitable and easy for employees to arrange The venue of training courses are easy to access and proper facilitated The trainers are professional and resourceful Result: Disagree Neutral Agree Strongly Agree ju y th yi pl n ua al n va ll fu oi m Training & Development Evaluation at nh z The trainers are professional and resourceful z vb jm ht The venue of training courses are easy to access and proper facilitated k Time arrangement for training courses are suitable and easy for employees to arrange gm om l.c The soft-skill training courses are limited and only provided to management level n a Lu The product & policy training courses are helpful for my work n va The bank provide clear orientation from the beginning Agree Disagree Strongly disagree th 40 Neutral y Strongly Agree te re 0% 10%20%30%40%50%60%70%80%90% t to 11 In your opinion, what you think that X bank need to change? ( can choose many options) ng hi Increasing salary and bonus ep w n lo ad ju y th yi ishing training and development program for each position pl n ua al Result: va Most common choice: n ll fu  Increasing salary and bonus  Doing more leadership style evaluation  Create program to retain employees  Establishing training and development program for each position oi m x x x at nh x z z 12 Would you mind introduce your friends working for the bank as a good working environment? Why?  Of course  Maybe  No k jm ht vb gm Introduce friends for VPBank om l.c Result: n a Lu 22% n va 40% te re 38% y th ă Of course ¨ Maybe 41 ¨ No t to 13 If you are rehired to work for our bank, what position you want to take? And why?  Front-office position  Middle-office position  Back-office position  No ng hi ep w n lo Result: ad ju y th Rejoin with VPBank yi 9% pl al 26% n ua 28% va n 37% ll fu m ă Middle-office position oi ¨ Front-office position nh ¨ Back-office position ¨ No at z z k jm ht vb om l.c gm n a Lu n va y te re th 42 t to REFERENCES ng (1) Akyüz B, Kaya N, Özgeldi M The effects of human resource management hi ep practices and organizational climate on turnover intention: an empirical study in Turkish banking sector1 IIB international refereed academic social sciences w n journal 2015 Jan; 6(17):48-78 lo ad (2) Kshirsagar SR Employee Exit and its Effect on Private Sector Banks of y th Aurangabad Region Sumedha Journal of Management 2016 Jul; 5(3):70-80 ju (3) Khalid N, Pahi MH, Ahmed U Loosing Your Best Talent: Can Leadership Retain yi pl Employees? 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5(2):188-194 a Lu commitment: Differences between managers and non-mangers Indian Journal of th 15(3):239-250 43 t to (10) HR CHALLENGES OF BANK EMPLOYEES WITH SPECIAL REFERNCE TO ng TRAINING AND DEVELOPMENT PROGRAMMES IN STATE BANK OF hi ep INDIA Economic Challenger 2011 01 (11) Bluckert P The foundations of a psychological approach to executive coaching w n Industrial and Commercial Training 2005; 37(4):171-178 lo ad (12) Heng-Yi Chen The study of differential relationships between human resource y th practices and organizational commitment: Private banking industry in Taiwan Ann ju Arbor: University of the Incarnate Word; 2005 yi pl (13) Jusoh M, Simun M, Siong CC Expectation gaps, job satisfaction, and 2011;53(6):515-530 n ua al organizational commitment of fresh graduates Education & Training va n (14) Narasimhan GV, Ramanarayanan CS ANALYSIS OF TRAINING NEEDS ll fu ASSESSMENT AND IMPLEMENTATION - A COMPARATIVE STUDY OF m oi PUBLIC AND PRIVATE SECTOR BANKS Indian Journal of Commerce and at nh Management Studies 2014 09;5(3):71-79 (15) Comacchio A, Scapolan A The adoption process of corporate e-learning it Italy z z Education & Training 2004;46(6):315-325 k jm ht vb om l.c gm n a Lu n va y te re th 44 t to APPENDIX ng hi ep w n lo ad ju y th yi pl n ua al n va ll fu oi m at nh z z k jm ht vb om l.c gm n a Lu n y te re th 45 va Appendix 1: HR Strategy Model t to ng hi ep w n lo ad ju y th yi pl n ua al n va ll fu oi m at nh z z k jm ht vb om n a Lu n va y te re th 46 l.c gm Appendix 2: Reference on training cost t to ng hi ep w n lo ad ju y th yi pl n ua al n va ll fu oi m at nh z z k jm ht vb om l.c gm n n va y te re th 47 a Lu Appendix 3: Details of training cost at VPBank t to ng hi ep w n lo ad ju y th yi pl n ua al Appendix 4: Commitment required of trainees n va ll fu oi m at nh z z k jm ht vb om l.c gm n a Lu n va y te re th 48 t to DANH MỤC CÔNG VIỆC TRƯỚC ĐÀO TẠO ng NỘI DUNG STT hi Thời hạn hồn thành trước khố học bắt đầu u cầu ep DANH SÁCH HỌC VIÊN, TÀI LIỆU Cán Hỗ trợ Học tập (HTHT) w Thông báo ban hành định kèm danh Cán HTHT sách học viên Tối thiểu ngày Tài liệu, kiểm tra Tối thiểu ngày Cán HTHT n PHÒNG HỌC Cán HTHT Test thử máy cịn sáng, hình ảnh rõ nét đảm bảo thực Micro Kiểm tra pin Mic không dây, test thử Ánh sáng Đèn đầy đủ sáng Âm (AV) Loa, âm ly, giây kết nối máy tính & loa thực tốt Điều hịa Bàn ghế Bút viết bảng 02 10 Bảng viết 11 Khăn lau bảng 01, cồn lau bảng 12 Giấy A4, A1 13 Vệ sinh phòng học ju y th Máy chiếu ; chiếu; máy tính ad lo CB HTHT Kiểm tra hoạt động tốt, pin yi pl Đảm bảo danh sách tham dự đủ chỗ, kê theo yêu cầu giảng viên Tối thiểu ngày Tạp vụ (gửi yêu cầu trước 01 ngày & HTHT kiểm tra lại trước khóa học) Kiểm tra cịn mực viết Trắng, đảm bảo viết lau ua al Đảm bảo đủ theo yêu cầu làm tập va Đảm bảo phịng học thống, n CB HTHT phối hợp với IT thực fu Thiết lập đầu mối IT cài đặt, kiểm tra môi trường đào tạo, hỗ trợ trình đào tạo Cung cấp cho phận HCTH & IT yêu cầu môi trường đào tạo: số lượng máy móc, phần mềm cài đặt, chức sử dụng… ll 14 Đảm bảo lau bảng TTĐT n MÔI TRƯỜNG THỰC HÀNH oi Đầu mối IT chuẩn bị môi trường đào tạo, hỗ trợ trình đào tạo m 15 Tối thiểu ngày CB HTHT phối hợp với IT thực at MÔI TRƯỜNG THỰC HÀNH Tối thiểu ngày Tối thiểu ngày nh Cung cấp thông tin Cán IT cho phận HCTH để liên hệ 16 Đường truyền Phối hợp với IT để đảm bảo đường truyền tốt 18 Số lượng máy tính Các máy kiểm test thử với đường truyền 19 Phần mềm Phối hợp với giảng viên & IT Test môi trường đào tạo đảm bảo theo yêu cầu khóa học Tổi thiểu ngày 20 Các thiết bị thực hành Có đầy đủ theo yêu cầu khóa học Tổi thiểu ngày Cán IT hỗ trợ Yêu cầu IT có mặt lớp học & kiểm tra lại toàn môi trường thực hành đầu buổi học (buổi sáng) k jm ht CB HTHT thực va CB QLĐT thực n CƠ SỞ VẬT CHẤT Tối thiểu ngày n thoại…) Đối với khoá đào tạo tổ chức ngồi địa bàn Hà Nội cung cấp thơng tin cán Hành & IT (nếu có) cho giảng viên làm đầu mối liên hệ cần thiết Tối thiểu ngày a Lu Cung cấp thông tin Cán hỗ trợ Giảng 24 viên cần (tên, chức danh, số điện om Đối với khoá đào tạo ngồi địa bàn Hà Nội, cung cấp thơng tin Địa liên hệ đầu mối đào tạo khu Giảng viên với đầu mối đào tạo khu vực biết để hỗ trợ: vực Bố trí phịng nghỉ, đón giảng viên, nhận tài liệu Tối thiểu ngày l.c Ln đảm bảo có máy dự phòng máy giảng viên trục trặc gm 23 Tổi thiểu ngày vb 22 Máy tính z HỖ TRỢ GIẢNG VIÊN Tổi thiểu ngày z 17 21 Người thực Tối thiểu ngày 26 Nước uống Đảm bảo đủ theo danh sách lớp học, tiêu chuẩn VPB; Tại Hà nội Do Học viện VPBank thực khu vực đầu mối P.HCTH chi nhánh chuẩn bị cho lớp học Tối thiểu ngày 27 Teabreak Cung cấp thông tin số lượng học viên cho Phòng Dịch vụ nội 49 trước 02 ngày học Phối hợp nhận chuẩn bị Tối thiểu ngày th Kiểm số lượng tài liệu đủ theo danh sách tham dự, số trang đầy đủ theo thứ tự quy định: trang (trang bìa gồm tên khố học, tên giảng viên, thời gian học) y In ấn, phô tô tài liệu te re 25 Trung tâm Dịch vụ nội (yêu cầu phối hợp chặt chẽ đơn vị) t to DANH MỤC CÔNG VIỆC TRONG ĐÀO TẠO ng NỘI DUNG STT Yêu cầu hi ep Môi trường đào tạo Phối hợp với IT kiểm tra lại mơi trường thực hành (nếu có) 15 phút trước khoá học bắt đầu Các thiết bị cần thiết mở trạng thái sẵn sàng 15 phút trước khoá học bắt đầu Phát tài liệu cho học viên kèm phiếu đánh giá Nhắc học viên Giấy đường phút trước khoá học bắt đầu w n lo ad Người thực Kiểm tra lại tồn bị máy móc, âm thanh, tài liệu, điều hồ… 15 phút trước khố học bắt trước khai giảng lớp học đầu Thời hạn hoàn thành Tài liệu y th Điểm danh Giới thiệu Giảng viên Xác nhận trường hợp vắng mặt (buổi đầu) ju yi Điểm danh đầu sáng (trừ buổi khai mạc) đầu chiều theo hình thức gọi tên xác định trường hợp Theo đồng hồ lớp thống muộn, vắng mặt… Bàn giao lớp trưởng or thư ký danh sách vi phạm nội quy Khi bắt đầu học Gọi điện cho Trưởng đơn vị thông báo trường hợp học viên chưa đến Gọi điện trực tiếp cho học viên chưa có mặt lớp học 15 phút sau Giảng viên bắt đầu (buổi học đầu tiên) pl Với khố học có nhiều Module & nhiều Giảng viên không tham gia buổi khai mạc n ua al n ll fu Máy tính, thiết bị đào Nếu giảng viên yêu cầu tạo… Báo cáo tình hình lớp học Tình hình giảng dạy Giảng viên, số học viên vắng mặt, Cuối ngày học với CB điều phối/ CBQL số học viên vi phạm nội quy đào tạo… va Cuối khóa thu lại phiếu đánh giá đảm bảo đầy đủ theo Phát/Thu phiếu đánh giá số học viên tham dự đề nghị học viên có ý kiến bổ sung Ngay trước làm kiểm tra chưa đáp ứng với yêu cầu khóa đào tạo oi m 10 at z 12 QLĐT & Giảng viên phát kiểm tra, giám sát q trình Phát kiểm tra (nếu có) làm kiểm tra Kiểm soát số phát ra, số học viên vắng mặt kiểm tra Thu lại kiểm tra (nếu Kiểm soát số phát ra, số thu về, có) nh 11 Trước kết thúc khố học Trước kết thúc khoá học z k jm ht vb om l.c gm n a Lu n va y te re th 50 t to DANH MỤC CÔNG VIỆC SAU KHÓA ĐÀO TẠO ng NỘI DUNG Đánh giá khóa học: thái độ học viên, tham gia giảng dạy Giảng viên, mơi trường thực hành, máy móc… hi STT ep w Người thực Sau ngày kết thúc khoá học Thực vào đầu tháng trước ngày 10 hàng tháng Thanh toán chi phí liên quan n Thời hạn hồn thành u cầu lo ad Với TH vắng mặt có lý yêu cầu gửi ngày sau kết thúc Đơn xin vắng mặt giải trình lý có xác nhận khoá học Ban Giám đốc đơn vị ju y th Học viên vi phạm nội quy đào tạo yi Tổng hợp Đơn xin vắng mặt, chốt danh sách ngày sau kết thúc điểm danh & chuyển phận QLĐT làm báo khoá học cáo pl ua al Thanh tốn chi phí đào tạo liên quan Tổng hợp chi phí phát sinh Giảng viên (đi lại, khách sạn, cơng tác phí…) Tổng hợp phiếu đánh giá CB HTHT thực Chấm điểm kiểm tra CB HTHT thực Làm thông báo kết đào tạo (khi giảng CB HTHT thực viên yêu cầu) 10 Tổng hợp Học phí, Tổng chi phí, phân bổ Đầy đủ, xác cho học viên vào liệu đào tạo 11 Nhập Kết đào tạo vào phần mềm Quản lý đào tạo/bảng hệ thống liệu n Hoàn thiện chứng từ, toán va Tối đa 15-20 ngày sau kết thúc khố học n Lấy số liệu từ phịng Kế toán ll fu Tối đa ngày sau nhận phiếu đánh Tối đa ngày sau kết thúc khoá học Tối đa tuần sau kết thúc khoá học oi m at nh z Tối đa ngày sau kết thúc khoá học z Tối đa ngày sau kết thúc khoá học k jm ht vb Nhập đầy đủ, xác LƯU HỒ SƠ ĐÀO TẠO 16 Bài kiểm tra 17 Phiếu đánh giá Học viên 18 Tài liệu đào tạo 19 Hồ sơ toán Tối đa 7-10 ngày sau kết thúc khố học Đầy đủ, xác y Phiếu điểm danh te re 15 n Thông báo kết đào tạo va 14 n Thông báo đào tạo kèm danh sách a Lu 13 om Tờ trình l.c gm 12 th Appendix 5: Training organization and preparation procedure 51