The impact of ineffectiveness training program on turnover intention at VPBank

UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business NGUYEN VAN HA THE IMPACT OF INEFFECTIVENESS TRAINING PROGRAM ON TURNOVER INTENTION AT VPBANK MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: DR PHAM PHU QUOC HO CHI MINH, YEAR 2018 TABLE OF CONTENTS EXECUTIVE SUMMARY I - BACKGROUND INFORMATION OF VPBANK Introduction and the current context at VPBank 1.1 About VPBank and recent achievements 1.2 Technology advancement at VPBank 1.3 The importance of human resources management at VPBank Symptoms and problem identification at VPBank 2.1 Symptoms of problem in human resources management at VPBank 2.1.1 Highest turnover rate in banking sector 2.1.2 Turnover intention occurred mostly in junior levels 2.2 Potential problems in human resources management at VPBank 2.2.1 Interview results of employees with turnover intention 2.2.2 Initial Cause - Effect Map 10 2.2.3 Theoritical framework regarding employee's turnover intention 11 2.2.4 Updated Cause - Effect Map 13 2.3 Central problem identification 14 II - PROBLEM JUSTIFICATION 14 Definition of "Effective training" 15 Justify the existence of ineffective training program Error! Bookmark not defined.5 2.1 Current training program at VPBank 15 2.2 Quantitative research and results 17 Justify the importance of effective training program 18 3.1 Decrease productivity 18 3.2 Waste of money & resources 19 3.3 Employees become the biggest liability 19 Identify potential causes of ineffective training 19 Final Cause - Effect Map 20 III - ALTERNATIVE SOLUTIONS 21 Training Center must be restructured 21 Digitalizing training programs 24 IV – ACTION PLANS 26 Decide on the method of training 26 1.2 Online training courses 26 1.3 Interactive training courses 27 1.4 Utilizing the current training center’s workforce 28 Detailed action plans 28 SUPPORTED INFORMATION 31 REFERENCES 43 APPENDIX 45 EXECUTIVE SUMMARY Becoming one of the largest commercial bank in Vietnam, Vietnam Prosperity Join-stock Commercial Bank (VPBANK) has to face many obstacles and challenges to maintain its status and develop sustainably Maintaining capable workforce is a critical responsibility of human resources management to achieve this goal This thesis will figure out the current problem in human resource management, using current symptoms analysis along with the analysis of qualitative and quantitative research based on primary data at VPBank After discovering the central problem of ineffective training program for junior levels, the thesis would evaluate the causes and consequences of the problem in order to create probable solutions and action plans to enhance the employees’ commitment with the organization Seeing the importance of retaining the young work force for sustainable growth at VPBank, this research is critical for human resources management to control the situation and improve the quality and productivity within the bank 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 with 25 years of operation and development in Vietnam In the last five year, VPBank has achieved some remarkable development and success VPBank has the charter capital increased from 5,770 billion in 2012 to VND 15,706 billion in 2017, with more than 215 branches and around 12,000 official employees including official employees and collaborators In 2018, VPBank is listed in the top 40 most valuable brands in Vietnam, ranked 13th with the brand value of USD 99.2 million, which outperforming other joint stock commercial banks in Vietnam In addition, with many other awards in 2017, it is also announced as the “Best Unsecured Lending Product in Vietnam” and “Best Digital Banking Initiative in Vietnam” by Asian Banker These awards prove that VPBank has run on the right track with its mission to focus on retail banking with advanced technology and digital application Follow these achievements, in the next years, VPBank has the challenging 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 customers and small and medium enterprises 1.2 Technology advancement at VPBank Along with the expansion nationwide, VPBank has faced many challenges of managing the work force and the operation cost Strategically, it has built a strong foundation systems in terms of organization, human resources, technology and operation Until 2017, almost all of these systems has been setup (SAP System for Human Resources, Finance and Administration; LOS and T24 System for Loan Operating System and Auto Approval System, etc.) Even the IT division is operated as a full-circle IT service organization However, with the banking system with more than 12,000 employees, the challenge is how to keep the employees on track with the bank advancement According to Akyüz et al, given extensive training, employees would felt trusted and invested, thus they would want to commit and contribute to the organization with the knowledge and skills they are provided 1.3 The importance of human resources management at VPBank According to the HR Strategy Model (Appendix 1), it is critical for human resources management to control all factors related to the organization strategy’s goal Especially at VPBank with the significant growth recently, the bigger the organization become, the more difficult and complicated for human resource management in training & development, recruitment and other staffing issues Considering characteristic of banking operation, there are complicated products and procedures as well as banking specialization that needed training Otherwise, there will be internal fraud and breach of regulations that employees would without knowing Sometimes, the cases would even need the participation of authority to investigate In recent years, there are several cases of fraud in Vietnam banking & financial market that worry the employees, which lead to more fluctuation in the banking workforce In 2008, Fulbert confirmed that banking regulation can keep the bank from crisis, and also contribute to the economic growth and stability Regarding VPBank with the focus on retail customers (both unsecured and secured loans), the risk is higher in banking operation as well as human resources management For example, the bad debt from retail loans is not significant compared to the size of the bank, but hundreds or thousands of them would lead to serious problem If the personal bankers (sales persons) are extensively trained about the banking operation and products and those risks, the total bad debt might decrease considerably Moreover, focusing on the retail segments, the collection team are much needed to remind their customers about the pre-due debt or on-going debt It would require specific skillset to it properly, and imagine there are several hundreds of collectors to acquire these kind of skills The question for human resources management is how to manage these teams with suitable payment and fringe benefits for retaining the work force (i.e training & development), but also manage it with minimum cost for the bank 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 working experiences In term of recruitment, the hiring process is quite strict and selective Only fresh graduates who pass the test (given by another independent test supplier) or experienced candidates with at least years working in financial/ banking sector have chances to interview The interview panel including hiring managers, superiors of hiring manager, and HR representative would decide the suitable candidates for the available positions However, the expectations of fresh graduates and junior levels are different from the experienced ones They not only want experiences, but also learning and development In the research of Jusoh et al (2011), the employers are not satisfying graduates’ expectations It means they would actively find another working places that they hope would meet their expectations As the next five year vision of VPBank is sustainable development, human resource managers would have to find solutions for balancing between young employees’ expectations with minimum cost of human resources for higher profit Symptoms and problem identification at VPBank 2.1 Symptoms of problem in human resources management 2.1.1 Highest turnover rate in banking sector According to Navigos Search Annual Report in 2017, 43% of total surveyed banks have the turnover rate from 11 to 20%, and only 11% of total surveyed banks have the highest turnover rate at more than 20% (Firgue 1) Considering the small banking market with only total of under 20 banks, it means only banks have the turnover rate of more than 20% and VPBank is one of them Following the human resources data for exiting employees, it is alarming that the turnover rate at VPBank is 23% last year 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 increase in the following years Considering VPBank has gained the top position in the list of Top Asia Employer Brand 2017, the flows of employees leaving the bank would impact on the reputation of the bank, thus lead to less attractive employer branding and more instable organization BANKING INDUSTRY TURNOVER SITUATION 11% 16% 30% 43% of total surveyed banks Turnover rate at below 5% Turnover rate from 5% to 10% Turnover rate from 11% to 20% Turnover rate at above 11% Figure 1: Navigos Search Annual Report 2.1.2 Turnover intention occurred mostly in junior levels Due to the human resources report annually from 2015 to 2017, there is gradually increasing trend of turnover rate from 17.2% in 2015, to 20.07% in 2016 and 23.04% in 2017 (Figure 2) Combined with the significant growth of the bank in the last five years, it can be seen that the bank transformation has affected on the workforce in the short-term However, it should not be a long-term problem because resources for labor force are limited, especially in banking sector Turnover rate AT VPBANK 25.00% 23.04% 20.70% 20.00% 17.20% 15.00% 10.00% 5.00% 0.00% 2015 2016 2017 Figure 2: Turnover data in VPBank Furthermore, it can be clearly seen in figure about the turnover analysis of leaving employees segmentation The junior levels (who have less than three year working experience) consist of 83.39% of total leaving employees in the first half of 2018 It means every 10 leaving employees, of them are junior ones This number increase considerably compared to the junior levels leaving the company in 2017 at only 66.62% of total exiting cases Turnover rate (2018) 1.92% Turnover rate (2017) 5.76% 14.70% 27.62% 83.39 % Junior levels Senior levels Manager levels 66.62% Junior levels Senior levels Manager levels Figure 3: Turnover segmentation at VPBank Due to the human resources report as above, it can be concluded that the turnover intention for employees at VPBank, especially the junior ones, is the warning sign 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 resources management cost Moreover, as can be seen in figure 4, the recruitment over turnover rate shows that every 1.6 employees onboarding, there is another one exiting The rate even decrease to 1.17 in the first half of 2018, which means almost a new comer onboarding replace for a person who left Because the headcount planning in 2018 increase in total of more than 2100 new employees, even with high rate of recruitment, this rate of turnover would cause the bank not grow as expected First half of Second half First half of 2017 of 2017 2018 1.66 1.89 1.17 Every recruiting per exiting (employees) Figure 4: Recruitment replacing for exiting cases 2.2 Potential problems in human resources management at VPBank 2.2.1 Interview results of employees with turnover intention It need to be conducted an in-depth survey for leaving employees on their reasons to leave The informants for qualitative research should be the employees who recently have leaving application There are six employees to be interviewed Using open questions with semi-structured interview guidelines, the research with six intensive exiting interviews shows that the leaving employees are not satisfying 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 to quit As Ms Hang feedback, it is easier for credit officer to target unsuitable customers segment, thus get more bad debt from customers who cannot pay the fee/debt on time Furthermore, with lack of product training, she found it demotivating to work As a consequence, with low performance result, she would not get the promised income she could gain should she reach the sales target The easy way for her as junior officer is to find another job with less challenge and more income 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 excellent result, her salary is lower than her friend at another bank She felt undervalued and demotivate to continue to work as hard She believed that she only can increase her salary if she is admitted to the same position at another bank The feedback about salary is also from another interviewees, who said that they expect much more than what they receive Mr Trong, who works as marketing officer, said that after graduation, he expected to work in his major and to learn from experiences and on-job training However, in fact he did not receive proper training, thus lead to low productivity and misunderstanding in the department Ms Trang, who also has less than year working experiences, also expect to be trained and developed in her works due to the complicated transaction process However, because the workload at the department is quite large, she was not receiving official training from the bank and immediately work on the system It would risk her productivity and result, thus she decide to quit the job Interviewees’ profiles: 2.2.2 Initial cause - effect map The total number of employees leaving the company in the recent six month is more than 1400 people As has been said, this kind of rate would effect on not only internally but also externally Internally, the operation cost and management cost would increase significantly In addition, with high turnover, employees’ motivation to work would decrease considerably since they have to take over the job and work harder to cover the leavers’ jobs Externally, the employer brand name would be badly marked by the concerning high turnover rate Candidates would be reluctant to apply for a job at an organization with real high turnover due to the risk of internal struggle 10 7.What is your evaluation rank for your satisfaction of these factor? ( 1-5: from very unsatisfactory to very satisfactory) Factors Salary and bonus Benefits Training & Development Leadership Style Policy and process system Score Result: Score Factors Training & Development Salary and bonus Policy and process system Leadership Style Benefits 37 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% Result: Salary and Bonus Policy Evaluation 8% I am satisfy with my salary and bonus 28% 4% 34% 33% 29% My salary and bonus reflect promtly how I contribute to the bank 8% 22% The salary policy is clear Agree 0.1 Neutral 38 48% 22% Strongly Agree 45% 19% 0.2 Disagree 0.3 0.4 Strongly disagree 0.5 0.6 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 Result: Leadership style evaluation 11% My boss supports me to develop my career path 33% 45% 5% 6% 6% 39% 33% My boss is fair with all employees 19% 3% 5% The working resources are adequate all team members 67% 22% 6% 0% 10%20%30%40%50%60%70%80% Strongly Agree Agree 39 Neutral Disagree Strongly disagree 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 Training & Development Evaluation The trainers are professional and resourceful The venue of training courses are easy to access and proper facilitated Time arrangement for training courses are suitable and easy for employees to arrange The soft-skill training courses are limited and only provided to management level The product & policy training courses are helpful for my work The bank provide clear orientation from the beginning 0% 10%20%30%40%50%60%70%80%90% Strongly Agree Agree 40 Neutral Disagree Strongly disagree 11 In your opinion, what you think that X bank need to change? ( can choose many options) Increasing salary and bonus ishing training and development program for each position Result: Most common choice:  Increasing salary and bonus  Doing more leadership style evaluation  Create program to retain employees  Establishing training and development program for each position 12 Would you mind introduce your friends working for the bank as a good working environment? Why?  Of course  Maybe  No Result: Introduce friends for VPBank 40% 22% 38% ă Of course ă Maybe 41 ă No x x x x 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 Result: Rejoin with VPBank 9% 26% 28% 37% ă Front-office position ă Middle-office position ă Back-office position ă No 42 REFERENCES (1) Akyỹz B, Kaya N, Özgeldi M The effects of human resource management practices and organizational climate on turnover intention: an empirical study in Turkish banking sector1 IIB international refereed academic social sciences journal 2015 Jan; 6(17):48-78 (2) Kshirsagar SR Employee Exit and its Effect on Private Sector Banks of Aurangabad Region Sumedha Journal of Management 2016 Jul; 5(3):70-80 (3) Khalid N, Pahi MH, Ahmed U Loosing Your Best Talent: Can Leadership Retain Employees? The Dilemma of the Banking Sector of Hyderabad Sindh, Pakistan: A Mediation Investigation International Review of Management and Marketing 2016; 6(3) (4) Mozammel S, Haan P TRANSFORMATIONAL LEADERSHIP AND EMPLOYEE ENGAGEMENT IN THE BANKING SECTOR IN BANGLADESH The Journal of Developing Areas 2016; 50(6):43-55 (5) Vispute S RECRUITMENT STRATEGY AND EMPLOYEE RETENTION IN INDIAN BANKING AND INSURANCE SECTOR International Journal of Arts & Sciences 2013; 6(2):743-756 (6) Fulbert Tchana Tchana Implications of banking *regulation for banking sector stability and welfare Ann Arbor: Universite de Montreal (Canada); 2008 (7) Lin C, Liu M Examining the effects of corporate social responsibility and ethical leadership on turnover intention Personnel Review 2017; 46(3):526-550 (8) Chopra VGN The impact of job characteristics and personality on organizational commitment: Differences between managers and non-mangers Indian Journal of Health and Wellbeing 2014 02; 5(2):188-194 (9) Punia BK, Saharan T Management Approach and Conditions of Training: A Relative Study of Service and Manufacturing Industries Vision 2011 09; 15(3):239-250 43 (10) HR CHALLENGES OF BANK EMPLOYEES WITH SPECIAL REFERNCE TO TRAINING AND DEVELOPMENT PROGRAMMES IN STATE BANK OF INDIA Economic Challenger 2011 01 (11) Bluckert P The foundations of a psychological approach to executive coaching Industrial and Commercial Training 2005; 37(4):171-178 (12) Heng-Yi Chen The study of differential relationships between human resource practices and organizational commitment: Private banking industry in Taiwan Ann Arbor: University of the Incarnate Word; 2005 (13) Jusoh M, Simun M, Siong CC Expectation gaps, job satisfaction, and organizational commitment of fresh graduates Education & Training 2011;53(6):515-530 (14) Narasimhan GV, Ramanarayanan CS ANALYSIS OF TRAINING NEEDS ASSESSMENT AND IMPLEMENTATION - A COMPARATIVE STUDY OF PUBLIC AND PRIVATE SECTOR BANKS Indian Journal of Commerce and Management Studies 2014 09;5(3):71-79 (15) Comacchio A, Scapolan A The adoption process of corporate e-learning it Italy Education & Training 2004;46(6):315-325 44 APPENDIX Appendix 1: HR Strategy Model 45 Appendix 2: Reference on training cost 46 Appendix 3: Details of training cost at VPBank 47 Appendix 4: Commitment required of trainees 48 DANH MỤC CÔNG VIỆC TRƯỚC ĐÀO TẠO NỘI DUNG STT DANH SÁCH HỌC VIÊN, TÀI LIỆU Yêu cầu Thời hạn hồn thành trước khố học bắt đầu Cán Hỗ trợ Học tập (HTHT) Thông báo ban hành định kèm danh Cán HTHT sách học viên Tối thiểu ngày Tài liệu, kiểm tra Tối thiểu ngày PHÒNG HỌC Cán HTHT Cán HTHT Máy chiếu ; chiếu; máy tính Test thử máy 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 hòa Kiểm tra hoạt động tốt, pin Bàn ghế Đảm bảo danh sách tham dự đủ chỗ, kê theo yêu cầu giảng viên Bút viết bảng 02 Kiểm tra mực viết 10 Bảng viết Trắng, đảm bảo viết lau 11 Khăn lau bảng 01, cồn lau bảng Đảm bảo lau bảng TTĐT 12 Giấy A4, A1 Đảm bảo đủ theo yêu cầu làm tập 13 Vệ sinh phòng học Đảm bảo phòng học thống, MÔI TRƯỜNG THỰC HÀNH 14 15 Đầu mối IT chuẩn bị môi trường đào tạo, hỗ trợ q trình đào tạo MƠI TRƯỜNG THỰC HÀNH CB HTHT Tối thiểu ngày Tạp vụ (gửi yêu cầu trước 01 ngày & HTHT kiểm tra lại trước khóa học) CB HTHT phối hợp với IT thực 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… Cung cấp thông tin Cán IT cho phận HCTH để liên hệ 16 Tối thiểu ngày Tối thiểu ngày Tối thiểu ngày CB HTHT phối hợp với IT thực 17 Đường truyền Phối hợp với IT để đảm bảo đường truyền tốt Tổi thiểu ngày 18 Số lượng máy tính Các máy kiểm test thử với đường truyền Tổi thiểu ngày 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) 21 HỖ TRỢ GIẢNG VIÊN 22 Máy tính 23 CB HTHT thực Ln đảm bảo có máy dự phòng máy giảng viên trục trặc Đối với khố đào tạo ngồi địa bàn Hà Nội, cung cấp thông 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 phòng nghỉ, đón giảng viên, nhận tài liệu Cung cấp thông tin Cán hỗ trợ Giảng 24 viên cần (tên, chức danh, số điện thoại…) CƠ SỞ VẬT CHẤT Người thực Đối với khoá đào tạo tổ chức 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 Tối thiểu ngày Tối thiểu ngày CB QLĐT thực 25 In ấn, phô tô tài liệu 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) 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 thơng tin số lượng học viên cho Phòng Dịch vụ nội 49 trước 02 ngày học Phối hợp nhận chuẩn bị Tối thiểu ngày Trung tâm Dịch vụ nội (yêu cầu phối hợp chặt chẽ đơn vị) DANH MỤC CÔNG VIỆC TRONG ĐÀO TẠO STT NỘI DUNG Yêu cầu Thời hạn hoàn thành 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 Phối hợp với IT kiểm tra lại môi trường thực hành (nếu có) 15 phút trước khố học bắt đầu Các thiết bị cần thiết mở trạng thái sẵn sàng 15 phút trước khoá học bắt đầu Tài liệu Phát tài liệu cho học viên kèm phiếu đánh giá Nhắc học viên Giấy đường phút trước khoá học bắt đầu Điểm danh 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 Giới thiệu Giảng viên Với khố học có nhiều Module & nhiều Giảng viên không tham gia buổi khai mạc Khi bắt đầu học Xác nhận trường hợp vắng mặt (buổi đầu) 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) Môi trường đào tạo 10 11 12 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… 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 QLĐT & Giảng viên phát kiểm tra, giám sát trình Phát kiểm tra (nếu có) làm kiểm tra Kiểm sốt số phát ra, số học viên vắng mặt kiểm tra Thu lại kiểm tra (nếu Kiểm soát số phát ra, số thu về, có) 50 Trước kết thúc khoá học Trước kết thúc khoá học Người thực DANH MỤC CƠNG VIỆC SAU KHĨA ĐÀO TẠO STT NỘI DUNG Đánh giá khóa học: thái độ học viên, tham gia giảng dạy Giảng viên, môi trường thực hành, máy móc… Thanh tốn chi phí liên quan Yêu cầu Thời hạn hoàn thành Sau ngày kết thúc khoá học Thực vào đầu tháng trước ngày 10 hàng tháng Với TH vắng mặt có lý yêu cầu gửi ngày sau kết thúc Đơn xin vắng mặt giải trình lý có xác nhận khố học Ban Giám đốc đơn vị Học viên vi phạm nội quy đào tạo Tổng hợp Đơn xin vắng mặt, chốt danh sách ngày sau kết thúc điểm danh & chuyển phận QLĐT làm báo khoá học cáo Thanh tốn chi phí đào tạo liên quan Hồn thiện chứng từ, tốn Tổng hợp chi phí phát sinh Giảng viên (đi lại, khách sạn, công tác phí…) Lấy số liệu từ phòng Kế tốn 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) Tối đa ngày sau nhận phiếu đánh Tối đa ngày sau kết thúc khoá học Tối đa tuần sau kết thúc khoá học 10 Tổng hợp Học phí, Tổng chi phí, phân bổ Đầy đủ, xác cho học viên vào liệu đào tạo Tối đa ngày sau kết thúc khoá học 11 Nhập Kết đào tạo vào phần mềm Quản lý đào tạo/bảng hệ thống liệu Tối đa ngày sau kết thúc khố học Nhập đầy đủ, xác Tối đa 15-20 ngày sau kết thúc khoá học LƯU HỒ SƠ ĐÀO TẠO 12 Tờ trình 13 Thông báo đào tạo kèm danh sách 14 Thông báo kết đào tạo 15 Phiếu điểm danh 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 khoá học Đầy đủ, xác Appendix 5: Training organization and preparation procedure 51 Người thực ... that suits their expectation The only factor that in fact could keep the employees staying longer with the organization is the job satisfaction Not all of the employees are working for money only;... Depend on the 22 characteristic of the business unit, the training business partner would have to consult on the training program that match the organization needs with professional needs The basic... ineffective training program 2.1 Current training program at VPBank Currently, the training program at VPBank is quite simple and lack of follow up after training sessions There are two kind of training