CHIẾN lược PHÁT TRIỂN NHÂN sự CHO KHỐI NGÂN HÀNG bán lẻ của NGÂN HÀNG TMCP ĐÔNG NAM á (SEABANK)e

HUMAN RESOURCE DEVELOPMENT STRATEGY FOR RETAIL BANKING DIVISION OF SOUTHEAST ASIA COMMECIAL JOINT STOCK BANK (SEABANK) I INTRODUCTION About SeABank Head office: Tel 25 Tran Hung Dao Str., Hoan Kiem Dist., Hanoi, Vietnam (+844) 3944 8688 – Fax (+844) 3944 8689 E-mail: seabank@seabank.com.vn Website : www.seabank.com.vn Founded in 1994, the Southeast Asia Commercial Joint Stock Bank - SeABank is one the first Vietnamese commercial joint stock banks Proud of its achievements of the past few years, SeABank has been ceaselessly perfecting its products and services to pursue the policy of sustainable development, aiming to be among the leading commercial joint stock banks in Vietnam Over 18 years of development, the present capital SeABank is 5,335 billion and total assets are nearly 102 trillion, the operations network includes 155 outlets in all regions of the country with more than 2100 staff who are trained, and have the system and depth According to clear development strategy, SeABank chooses to cooperate with the leading shareholder in the domestic and international The most typical foreign strategic shareholders is leading financial and banking group in Europe and in the world - Société Générale (France) that has a thickness of 150 years of experience, and the domestic strategic shareholders are VMS Mobifone, Vietnam Gas Corporation (Petro Gas) With internal resources and strong foundation, SeABank always aim to become a typical retail bank in Vietnam with the outstanding value of brand reputation and quality of products and Page of 17 services The whole point of banking transactions across the country are under construction Outdoor Furniture by international standards, ensuring the technical, aesthetic and brand identity, which has contributed to creating not transaction time of a professional typical retail bank, offering convenience to customers when transactions Development Strategy Constructing and developing SeABank to become a typical retail bank in Vietnam is SeABank’s development strategy core of the future In the development strategy of retail banking, SeABank will focus specifically on individual customers (beginning with the mass market and middle market, then the market will advance to higher levels), but still focus on developing small and medium enterprises and some large enterprises The products and services are designed to suit diverse needs and financial capacity of each subject and different customer segments Mission SeABank strive to become typical retail bank in Vietnam with the outstanding value of brand reputation and quality of products and services, property SeABank committed to bringing customers a set of products - professional services that meet the needs of individual customers, optimizing value for customers, shareholders benefit and the sustainable development of the Group, contributing to the overall development of the community and society Vision Thriving on system structure of a retail bank, gradually establishing a model of specialized investment bank and full development of the model of a banking group - diversified financial, with outstanding value in quality products and services and brand reputation Motto A comprehensive, safe, efficient and sustainable develop II CURRENT STATUS AND HUMAN DEVELOPMENT GOALS Current status Over 18 years of development, SeABank network has now of 155 outlets in all three regions of the country with more than 2100 staff who are trained, have the depth training system Page of 17 However, the operation of the new SeABank stop at the level of "wholesale", while retail banking market in Vietnam is extremely exciting So SeABank strategy is to expand the retail market According to a clear development strategy, SeABank chooses to cooperate with the leading shareholder in the domestic and international The most typical foreign strategic shareholders is Société Générale - the leading Financial and Banking Corporation in European with 145 years of experience, more than 30 million individual customers accounts and 163,000 people in 82 countries around the world Société Générale is a foreign strategic partner holds 20% stake of SeABank The partnership invests in investment SeABank be the first in the field of retail banking at Société Générale Asia Société Générale has appointed the senior experts from Headquarters in Paris (France) to direct work and support SeABank in all daily operations of the bank's personnel, risk management, network development and construction of retail banking model SeABank aims to become a prominent retail banking in Vietnam In terms of organizational structure, SeABank established retail banks in the Head Office This is the brain parts, perform deployment tasks and expand the retail model of the whole system At the branch, in 2012, founded the SeABank organization with individual customers department with the task of managing the branches and transaction offices’ individual customer, to support and report on the retail banking sector In the transaction office, SeABank organizes starting structure model as standard transaction offices under the Societe General's advice to make the staff become familiar with the model However, most of the current transaction office does not have specialist customer relationship officer (CRO) Mostly, the transaction office manager does transaction directly with customers Business strategy from 2013 to 2017 In the period from 2013 to 2017, SeABank policy implements business strategy to transition from wholesales to retailers include:  Developing business models follows retail banking model of Societe General (France)  Establishing model business patterns from the period 2013 - 2014 and rolled out nationally to achieve goals: Typical retail bank in 2017 Page of 17  Implementation of the program "SeASmile" with the goal of giving customers the best service and uniform at all transaction points  Developing specific retail banking product systems Building individual customer systems with the goal of 01 loyal customer using at least 05 banking product  Restructuring the product from wholesale to retail in 2014, the restructuring of the retail sales and service revenues accounted for 75% in 2017 Human resource development goal Establishing the retail banking division is one of the first activities of Société Générale when investing in SeABank This job requires a lot of manpower to be trained, with experience in the banking industry especially in the retail sector The goal is to make in 05 years, SeABank will become a typical retail bank in Vietnam In the framework of this article, we would like to mention a fraction of the done work to establish the retail banking sector It was the establishment of the retail banking sector in the model transaction office at SeABank Since then replicated to all other transaction offices to provide truly Branch Manager professional and different image at all SeABank transactions nationwide 3.1 The Riskmodel officerstructure of sample branch SMe&Pro customer Manager Transaction Office Manager Customer relationship Officer SMe customer Relationship Officer Customer relationship Officer Credit support Business PRO Customer Head of teller officer Development Officer Relationship Officer Operations Support Fund Manager Head of Administration and Operations Support Credit support Team leader Individual Customer Manager Deputy Branch Manager Teller officer Technical support Fund officer officer Head of teller Administration and HR officer Teller Page of 17 Welcom Officer Looking at the diagram above, we can see, the model that SeABank intends to build a transaction office model will include: - 01 Transaction Office Manager (TOM) - 01 Individual Customer Relationship Officer (CRO) - 01 Head of Teller (HOT) - 01 Tellers for funds (TFF) 3.2 Objectives of quality manpower for a transaction office model at SeABank 3.2.1 Transaction office manager (TOM)office manager Transaction  Organization chart (TOM) Customer relationship Officer Head of teller (CRO) Teller  Job description - Developing plan, organizing the activities of the Transaction office (TO); - Responsible for sales (deposit, credit, services ) and quality of TO activity; Page of 17 - Management, operating TO activities as assigned, directly commissioned by Branch Manager, responsible for the quality of its activities; - Perform other duties as assigned by the Board of Directors of the Bank; - Reporting directly to the Branch Manager; - Vertical Report to Head of Individual customers and SMEs & Pro at the branch  Responsibilities and main tasks Proposed plans and business plans for individual customers products On the basis of the business, market trends, strengths and limitations of TO, offers solutions portfolio growth of individual customers (both SME and PRO, depending on the TO subgroup) and develop customer service; Coordinate with individual customers and SME & PRO division in branches in the care of local customers to maximize cross-selling Organization and managing transaction office - Allocating detail targets for members in the TO Guiding, support and oversee the implementation of action plans for each group/ individual to manage and develop customer portfolio, including formulation and - implementation of customer contact plan; Monitoring business performance of the subordinates Timely support problem solving, - adjust business methods Promoting the coordination of activities of the members in the TO; Directly developing and portfolio management of VIP; Consulting, promoting products and banking services to customers and potential customers Professional management and quality activities of the TO - Controlling and approving of accounting transactions arising beyond the limits of - Teller, and supervising the transactions of TO at the end of the day; Ensuring compliance of TO in the implementation process, regulation of SeABank, especially management and cash transaction, valuable papers and the direction from the - Branch Board of Directors; Evaluating and approving credit for the record if the credit limit granted judgment; Participating in debt collection Restrictions in delinquency TO arising; The quality of care provided daily services in TO for all clients including SME & PRO customers Page of 17 Staff management and development  Training and human resource mobilization; Managing and evaluating the effectiveness of subordinates; Developing and training a team of subordinates; In conjunction with the Training Center to participate in training personnel Recruitment criteria Education - Graduated or post-graduated from universities of Finance, Banking, Business - Administration or equivalent; Language: English (Priority C certificate), BA or equivalent Experience Management skills and leadership: minimum year working in management positions or years working in the position of Credit Officer/Enterprise Customer Relationship Management Skills - Sales management skills, business organizations; Financial analysis skills, identification and risk assessment; Leadership, managing and motivating staff 3.2.2 Customer Relationship Officer (CRO)  Organization chart Transaction office manager (TOM) Customer relationship Officer Head of teller (CRO)  Job description Teller Page of 17 - Responsible for implementation of the assigned quota of sales, products, services of - individual customer, the number of new customers; Managing directly individual customer portfolio: developing customer relationships in - the assigned portfolio; Performing the other duties as assigned by Transaction office manager and Branch Director; - Reporting directly to Transaction Office Manager  Responsibilities and main tasks Developing deposit and credit - Directly marketing and consulting products and services for individual customers and - potential customers, including customers in the customer portfolio; Doing trading transactions (the procedure) to customers Introducing all individual products: deposit account, loan, services, etc ; Managing and developing assigned individual customer portfolio Promoting loyalty in scope - Updating customer data, monitoring the operational status of customers, expanding the - list; Developing customer relationships, exploiting cross-selling to managed customers - directly; Maintaining relationships and taking care of existing customers Participate in market development and performance assessment - Participating in market research, approaching for individual customers; Coordinating with Media Center and Retail Banking in Head Office for implementation - of campaign activities related to the assigned individual products; Proposing for Head of Individual customer manager/ Transaction office manager, Head of SME / PRO, Branch Director and Individual Banking Division of Retail Banking Division in HO the way of product development, market expansion method and - customer care; Measuring sales performance of products by issued individual customers  Recruitment criteria Education - Major: University degree in Finance, Banking, Business Administration or equivalent; Page of 17 - Language: Good at English communication is an advantage Experience At least year working in the field of direct sales or credit Skills - Skills in marketing and trading business; - Effective analytical skills and risk credit; - Analytical and presentation skills; - Teamwork spirit; 3.2.3 Head of Teller  Organization chart Transaction office manager (TOM) Customer relationship Officer Head of teller (CRO) Teller  Job description - Development customer to increase mobilization, Western Union and other banking - services in branches; Controlling all accounting transactions and be responsible for the quality of group activities; - Performing other duties as assigned by the Manager and Branch Director - Reporting directly to Transaction Office Manager  Responsibilities and main tasks Performing development work aimed at developing customer mobilization and banking service transactions: - Coordinating with Individual Customer Relationship Officer to promote, introducing and guiding customer effectively to use banking products and services (especially the Page of 17 product related to raise funds services, Western Union, daily banking, cards, ) through - direct transactions with customers; Managing and coordinating the sales promotion of products and services of the bank; Handling customer requests within prescribed Controlling activities of the accounting transaction group Support Transaction office manager in Teller management: - Approval timely, accurate accounting of transactions exceeding the client's transaction - in transaction office staff; Ensuring compliance with safety regulations vault, ensuring balance limit of the - transaction in accordance member; Managing the daily amount of money, the end date of the fund balance; Managing the use of valuable papers (white passbook, checks, ) daily; Making sure to provide the best quality services to customers quickly and accurately through observation, support Tellers to solve problems arising in the jurisdiction Other jobs: - Updating and capturing timely documents, regulations and procedures existing products From that, support transaction office manager to disseminate and transmit of written instructions, regulations, business processes to generate new transactions for - each member in transaction office; Advising Transaction office manager and CRO solutions to improve quality of service; Creating a sociable, friendly, solidarity, enthusiasm working atmosphere and support each other in work; - Preparing reports as required;  Recruitment criteria Education - Major: Graduated from University/College or higher in accounting, auditing, - economics, trade, finance and banking; Language: Priority good communication English Experience At least years experience as a Teller in the financial and banking sector Priority teller supervisor Skills Page 10 of 17 - Careful and detailed; - Leadership; - Good customer care; - Good communication skills 3.2.4 Teller  Organization chart Transaction office manager (TOM) Customer relationship Officer Head of teller (CRO)  Job description Teller - Directly perform accounting transactions with customers - Be responsible for treasury activities of TO - Coordinating with Customer Relationship Officer to implement customer development - Reporting directly to Transaction Office Manager - Performing other duties as assigned by transaction office manager  Responsibilities and main tasks Completely accurate transactions with customers and within the prescribed time - Operating business processes transactions in accordance with current staff; - Providing services, handling accounting transactions for customers, powering and functions in accordance with the product; - Handling cash transaction revenues exceeding the limit of Teller; - Timely handling customer requests within prescribed; - Preparation of reports as required Be responsible for treasury activities at transaction office - Complying with safety vault to ensure balance limit as prescribed; Page 11 of 17 - Transportation, fund delivery date, end date of the branch when required; - Coordination of TO cash for affiliates Implementation of customer development and product development services - Updating, capture timely documents, regulations and procedures existing products; - Promoting, introducing and guiding customers to use the results of the bank's products; - Join and implementing of care plans and customer development;  Recruitment criteria Education - Major: Graduated from the College that specialized in accounting, auditing, economic, trade, banking and finance, foreign languages - Language: Good communication English Experience - Preferably with experience in accounting or customer service Skills III - Customer Care; - Communicating and handling situations; - Use office informatics fluently; SWOT ANALYSIS OF HUMAN RESOURCES MANAGEMENT IN SOUTHEAST ASIA COMMERCIAL JS BANK (SEABANK) STRENGTH WEAKNESS  Team leader with experience who have  Will have trouble with absent people worked closely with SeABank with When we have staff off 01 day, remain deep people will have to work more than understanding of SeABank culture Besides, SeABank also invites usual many senior personnel from the other  When SeAbank makes promotions, bank of apparatus executive and leadership customer base surge will affect to the quality of the transaction Page 12 of 17  Workflow is streamlined, modern and  Staffs has advice from Société Générale  The compact model, precise process transaction, transaction time is shortened young, enthusiastic, however, they lack of experience  Strategic (France) are recruitment talent is attractive; however remuneration of staff has not been well result in "brain drain” of personnel With each new  01 staff for 01 position to increase labor productivity and concentration at work employee takes a lot of time to get familiar with the process  For banks: Expect to pay less labor costs and increase productivity of employees  For customer: transaction time is quickly and conveniently  For employee: It is better to work proactively with the position and its responsibilities OPPORTUNITIES THREATENS  The retail market is not a new market,  The goal of most of the banks in the but is a very potential market with country and abroad in Vietnam today is abundant The geared towards the retail market The opportunity to recruit talent for the human resources are abundant but to retail bank is entirely possible recruit really talented people is not human resources  SeABank is entering the first step into easy, because the banks have to the retail market That means there is a compete for salaries, bonuses and work environment full of potential and remuneration for candidates advancement opportunities as well as  The risk of "bleeding" of SeABank opportunities for self-expression of all “talen” is very high, because in current the candidates From that led to time, SeABank is very focused on Page 13 of 17 SeABank become one of the fascinating recruiting talented people and forget "destinations" of the "talent" incentive compensation for current employees  The retail model of Société Générale is only applicable for the first time in Vietnam Therefore, we have not really been able to determine how it will be success in Vietnam market IV BUILDING RECRUITMENT STRATEGY FOR TRANSACTION OFFICE SAMPLE IN SEABANK Deploying strategy Transaction office model is made with the advice of Société Générale Group This is the very modern, compact and efficient model However, to fit with the current system of banking and operational efficiency should be a time to build models for dealing activities, assessment and improvement Therefore, human resource development strategy in dealing system will be deployed as follows: Period from 2013 to 2014: Focus on recruiting for building transaction office model This stage will take place in 18 months Period from 2014 to 2017: Conducted a replication of the entire system Recruitment method 2.1 Period from 2013 - 2014 SeABank will build transaction office model according to the following pattern: Transaction office manager Customer relationship officer Head of Teller Page 14 of 17 Teller - Recruitment method: Internal staff - Number of employees: 04 - Applying Branch: SeABank Cau Giay Thus, at this stage, SeABank will utilize the employed personnel within the system With the implementation of the transaction office model, the new salary will be received by the standards of a new transaction office The entire transaction process is applied follow standard of a transaction office sample The 03 month period of operation, transaction office sample will be evaluated on the quality of indicators transactions, employee productivity SeABank conduct satisfaction surveys of customers and revising processes in line with the real situation Also during this phase, the other transaction office will be divided parts by modelequivalent transaction model Staffs at the other are unchanged 2.2 Period from 2014 - 2017 This phase is conducted SeABank replicate new transaction office model system For this period, SeABank recruitment will have following ways: - Transfers from the unit that has more employees to the less one - Internal recruitment: The position such as Transaction office manager, customer relationship officer those have excellence achievement - Recruitment from outside In terms of staff numbers, SeABank quantify the number of transaction offices based on the number of current employees and plans to develop a network transaction in period from 2013-2017 Currently, there are 115 SeABank transaction offices and 40 branches nationwide Individual customer relationship officers (CRO) are 147 The number of CRO in individual Page 15 of 17 customer department is persons for each branch Thus, there are only 67 CRO for transaction offices The number of Tellers is 658 members, of which the number of Teller for transaction office is 134 people That is enough for all transaction point Combined with network development plan for 2017, SeABank strategic deployment of the new development is as follows: Item Plan TO Number Current 2013 2015 2017 115 67 123 123 150 150 188 188 of CRO Tellers TOM 134 87 246 123 300 150 376 188 Note Job displacement There are now 18 TOs having concurrently managers New recruitment TOM 18 27 38 A total of 91 new TOM CRO 48 27 38 in 05 years New recruitment 121 76 CRO New recruitment 242 Teller 112 54 Teller Replacement recruitment TOM CRO Teller 18 36 22 45 25 5% off or fired That figure is 15% CRO and Teller Thus, the plan in 2013 until 2017, SeABank will recruit 114 TOMs, 186 CROs and 323 Tellers Page 16 of 17 V CONCLUSION All above is the strategic deployment of the defense system of SeABank transactions during the period from 2013 to 2017 The article shows the overall plan, the strategic actions of SeABank, detailed description of the position and activity patterns The success of the article is made the same way in the recruitment of staff specific plan in 2013 to 2017 However, the article is limited as not evaluate the success of the transaction office with 04 staffs It does not assess the true level of potential candidates for the model and it does not indicate the impact of competitors and potential development of the bank These limitations will be overcome in implementing specific process later and the actual number may change during deployment Reference: - Website: www.seabank.com.vn Page 17 of 17 ... while retail banking market in Vietnam is extremely exciting So SeABank strategy is to expand the retail market According to a clear development strategy, SeABank chooses to cooperate with the leading... Générale is only applicable for the first time in Vietnam Therefore, we have not really been able to determine how it will be success in Vietnam market IV BUILDING RECRUITMENT STRATEGY FOR TRANSACTION... Development Strategy Constructing and developing SeABank to become a typical retail bank in Vietnam is SeABank’s development strategy core of the future In the development strategy of retail banking,