Work overload at vietinbank – x branch

UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business Vu Thi Thuy WORK OVERLOAD AT VIETINBANK – X BRANCH MASTER OF BUSINESS ADMINISTRATION Ho Chi Minh City - Year 2018 UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business Vu Thi Thuy WORK OVERLOAD AT VIETINBANK – X BRANCH MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: DR PHAN THI MINH THU Ho Chi Minh City – Year 2018 Table of Contents Executive summary CHAPTER 1: COMPANY INTRODUCTION 1.1 General Information about Retail Banking 1.2 Company background 1.3 The Symptoms 1.3.1 The first symptom: High turnover rate of employees .9 1.3.2 The second symptom: Low job satisfaction 11 1.3.3 The third symptom: Low key performance indicators 12 1.3.4 The fourth symptom: Low job performance 14 CHAPTER 2: PROBLEM IDENTIFICATION 16 2.1 Problem mess .16 2.1.1 Over working hours .17 2.1.2 Job stress .18 2.1.3 Unrealistic targets 19 2.1.4 Not enough Coaching & feedback 20 2.1.5 Inconsistent of management style 21 2.1.6 Unfair between compensation and contribution of employees .21 2.1.7 Lack of vacation and family benefit .22 2.2 Tentative problems 24 2.2.1 The first tentative problems: Work overload 24 2.2.2 The second tentative problems: Ineffective leadership 25 2.2.3 The third tentative problems: Incompatible compensation policy 25 2.2.4 New findings from literatures .26 2.3 .29 The central problem 29 2.4 Problem definition .29 2.5 Problem existence 30 2.6 Problem importance .31 CHAPTER 3: ALTERNATIVES ANALYSIS AND POSSIBLE SOLUTIONS 34 3.1 Potential causes of the problem 34 3.2 Verify causes of the real problem .38 3.3 Root cause 42 3.4 Tentative solutions 42 3.4.1 Set solution 46 3.4.2 Plan design: 49 Conclusion .57 References .58 APPENDIX 62 Appendix 1: Interview guide .62 Appendix 2: The result of interview 70 Appendix 3: Transcript 78 Appendix 4: The example of a set KPI at Vietinbank – X Branch 91 Executive summary Today, the banking profession is considered a dream job with many people because the high salary and reward up to several tens of millions per month However, in order to achieve that high pay, the bankers must suffer a lot of pressure and hardships At the retail division of VietinBank - X Branch, the average income of non-title staff ranges from 10 to 20 million VND, maybe even higher if the employees achieved good sales However, the rate of employee quit the job at X Branch is always high at approximately 50%, the number of new recruiting staff is not enough to offset the number of employees resign The retail division is always has the highest staff turnover rate compared to other departments in VietinBank - X Branch The unstable personnel situation caused significant negative impacts on the business results of X Branch, the revenue and profit decrease continuously in recent years One of the main unsettled problems at VietinBank - X Branch is the staff being work overload, pressure and heavy stress The main reasons leading to this problem is the quantity and quality of personnel not meeting the demand of work, the staff is not trained leading to low productivity, lack of confidence and disappointed In addition, the inappropriate workflow with many unnecessary steps is also one of the causes to increase workload for employees To improve the work overload situation, this paper proposes two solutions related to the focus on training human resources and reducing the number of customers at the counter by encouraging more and more customers to use the Internet banking channel The total cost of this solution included the training cost and the alternative system is about 698,882,500 VND However, the benefits from the above solutions can completely cover the above costs In detail, with the target of successfully register a minimum of 10,675 Internet banking per year, X Branch will obtain a huge fee from this product estimated about 1,127,280,000 VND per year These solutions not only have a positive impact in the short term but also in the long term The emphasis on human resource training contributes to help the staff increase their knowledge and skills to confidently handle work, improve employee productivity, enhance employee satisfaction and engagement In addition, the move to Internet banking channel is a suitable solution with the development trend of the banking industry, bringing many benefits for both customers and banks (saving costs, fast and convenient, etc) CHAPTER 1: COMPANY INTRODUCTION 1.1 General Information about Retail Banking Retail Banking is defined as the type of bank that deals directly with individual customers by providing them with a multiplicity of services like opening a savings account, taking a loan, applying for a credit card and customers may also inquire about potential banking products that they may need at a future date A retail bank which acts as a comprehensive financial service provider for retail clients, allowing them to purchase multiple financial instruments, under one roof (1, 2) Related to the trend of Retail Banking in Vietnam, Mr Rahn Wood (Head of Retail Banking at VIB Bank) said that start in 2014, development of retail banking will be a natural development trend With a developing country characterized by low average incomes, the primitive banking system and the demand for finance and payment services increases exponentially, surely the retail banking market in Vietnam will be grow strongly in the next decade (3) Nowadays, most banks have started to focus on promoting retail banking in the Vietnamese market According to Vietnam Banking Industry report 2015, corporate lending is the main activity of the banks in Vietnam and it accounts for almost half of total loans while only 28% are loans to individuals According to the State Bank of Vietnam, only 20% of the population in Vietnam holds a bank account This illustrates that the banks in Vietnam has a huge opportunity to develop retail banking services (4) Currently, local banks are competing fiercely to increase market share in various ways, such as expanding Branch network across the country, developing online banking and telephone services, Giving priority financial services to VIP customers and etc However, one of the difficulties for banks in Vietnam when joining the retail market is that the human resources are not professional and lack of concentration and synchronization Therefore, the banks in Vietnam have to pay attention to the recruitment and training of staff, build a team of professionals not only have the qualifications, knowledge of retail banking but also have skills to communicate with customers They also create a good working environment for employees to promote the capacity and enhance the cohesion of employees with the bank (5) 1.2 Company background VietinBank - X Branch in Ho Chi Minh city was established in April 30, 1985 It has a wide network with the headquarters in X District and eight transaction offices in 8, 10 and 11 District VietinBank - X Branch always provides variety of banking products and services to customers like opening a savings account, taking a loan, providing banking guarantee products and etc After over 30 years of operation, total outstanding loans for retail customers of X Branch reached 1.110 billion VND, accounting for 12,98% of outstanding loans in the area; total mobilized capital reached 3.855 billion, accounting for 18,61% of total deposits in the area With these results, VietinBank is the bank with the third largest market share of credit and the largest market share of deposits in the area To specialize in customer management and design policies tailored to each customer segment, VietinBank classifies customers into two segments in the whole system: Retail customers segment and Wholesale customers segment Retail division specialized in providing banking products for Retail customers including individuals and micro enterprises with turnover of less than 20 billion Dong Wholesale division is responsible for developing wholesale customers that are organizations and enterprises with turnover of over VND 20 billion The organizational model of VietinBank – X Branch is described as follows: Figure 1: Organizational model of VietinBank - X Branch Director Vice president of Wholesale division Enterprises customer department Vice president of other divisions Vice president of Retail division Retail customer department Eight transaction offices Accounting department Personnel administration department Synthetic department As you can be seen in the organizational model above, X Branch is managed by the Directors of Branch and three Deputy Directors The branch is divided into departments with different functions At June 30, 2018, the total number of personnel of X branch is 78 staff In which, the Retail division accounts 57 employees including Credit officers and Tellers accounted for the largest share of personnel at X Branch with about 73% of total In recent years, the business results and the personnel situation of the retail division at X Branch has many significant negative changes In detail, the level of employee satisfaction is very low and the number of employees resigning has increased rapidly in consecutive years, X Branch is always in shortage of personnel; the business results have been declining continuously for many years In this analysis, I will analyze to find out the potential problems and provide solutions to improve this situation of VietinBank – X Branch 1.3 The Symptoms 1.3.1 The first symptom: High turnover rate of employees The below chart will show the number of employees of VietinBank - X Branch from 2015 up to now: Figure 2: Compare the actual number of employees and the minimum number 80 70 68 69 71 62 61 60 60 72 57 50 40 The actual number of employees 30 Minimum number of employees 20 10 Y 2015 Y 2016 Y 2017 Y 2018 Source: Human Report 2015, 2016, 2017, 2018 in VietinBank - X Branch Each year, based on the size and business network of each Branch, VietinBank will assign the minimum number of employees for each Branch, it is also called boundary of human resources The boundary is the minimum number of employees required to run the business normally Every year, based on the size, the number of transaction points of each branch and the personnel policy of Vietinbank from time to time, the Head office will assign the minimum number of employees to each Branch in the first quarter of year It can be seen that, X Branch always in the shortage of personnel from 6-11 employees In recent years, the recruitment at X branch is very difficult, the number of applications is very low and the quality of personnel does not meet, leading to X branch did not recruit the required needed In addition, the existing staff at this Branch continuously quit the job lead to the new recruitment does not cover the full number of employees leave Figure 3: The number of labors classify based on the work time 60% 53% 51% 50% 46% 40% 32% 28% 30% 23% 23% 21% 23% 20% 10% 0% Y 2016 Y 2017 2 years Source: Human Report 2016,2017, 2018 in VietinBank - X Branch These chart show the number of labors classify base on the work time In 2018, the rate of human working in VietinBank - X Branch less than one year is 46%, from one to two year is 23% It mean that, most of retaile human resources are new recruiting personnel, the time of cohesion with banks is low, mostly from one to two years Figure 4: The rate of personnel quitting the job 10 From the time I was new, also see many brothers and sisters off work As a result, they moved to a number of other banks with a more relaxed environment, with more pressure to see people regularly share photos travel or gather friends I think the problem that exists in the people of X Branch now is that people are working in an environment that is too stressful, pressure on business daily, weekly I think the most current workers are the young workers who not put their income is the most important thing, they like a comfortable working environment, have the opportunity to learn and grow Do you have any suggestions for improving the situation at X Branch ? I think the Board of Directors should pay more attention to workers, often organize travel or meetings to people to exchange, reduce stress In addition, the allocation of high targets should also concern, orientation with the staff to find the source of the target set out Would you like to contribute any further ideas? No B Interview an existing employee (Teller) at VietinBank X Branch : Interviewer Vũ Thị Thúy Interviewees Trần Thị Phương Loan Description Interview with staff at VietinBank X Branch Can you tell me some of your personal information? (Name, current occupation? Your mission in the company? I am Tran Thi Phuong Loan, currently I am a transactor at VietinBank X Branch My job is to perform transactions for customers at the counter: Sending money, transferring money, collecting taxes, collecting fines and cross-selling card products, electronic banking, insurance How long have you been working at VietinBank X Branch ? Before working at VietinBank X Branch , what kind of work did you do? I work at VietinBank X Branch for over years Before working here, I have a short time nearly a year as a trader of Sacombank How you assess the banking industry in Ho Chi Minh City? (Income level, workload? Degree of stability? Potential development?) 80 - Income: Income depending on the position, plus the salary is from 5-20 million per month Examiner's income fluctuates between 5-15 million depending on work experience - Stability: The level of stability in my opinion is not high, the bank recruited continuously, so that a lot of opportunities for workers to jump jobs - Workload: Each position has its own difficulties All work is converted to the norm, doing less does not matter much, the key is finally to complete the business targets - Development potential: The potential for good development, at present, is no longer the same as in previous years It is based on the relationship for promotion At present, the commercial banks are fairly fair Consider placing higher positions How you rate your current job at VietinBank X Branch ? (Workload? Work environment (co-workers, leaders)? Compensation and benefits? - Workload: I find it relatively hard, because of the relatively long working experience compared to other staff in my division, I often have to handle more complicated tasks That is so but not recognized by many people, so I not want to try again Although I am hard but also not recognized, so I not want to try anymore One thing is that apart from working time in the week, we often come to meetings, training on weekends so the time for family is very short - Working environment: The working environment is relatively good, people are very sociable and share the work of each other - Regarding income and salary: The current income is not high Compared with the average working time of 9-10 hours per day, I found that the total income was not equal to what the staff offered I often see newspapers posted VietinBank earnings of two million, but that is only the average salary of all positions As well as their position, the reward is not the same level, not to mention the working time every day 9-10h Compared with working in VietinBank X Branch , you see the work while working at Sacombank and the current job, which is better, and which is more limited? When working at Sacombank, his job is lighter, lower than the current rate However, at present, the work takes up too much of his time, to go home late, no time for the family, he is sending children to the country thanks to his grandparents to help Currently, my income is also improved than when I was at Sacombank 81 In summary, are you satisfied when working at VietinBank X Branch ? If you not have any points yet? There are some points that make me uncomfortable at work here, but mainly now I not have time for family, children have to send home with their grandparents also very anxious As you know, staff at X Branch are having a lot of layoffs Do you think the personnel problem at X Branch is leading to the current unstable situation? Do you intend to change jobs in the future? I think there is a major problem in the staff of X Branch makes you leave a lot of work is too hard and pressure, I have not seen any policy from the management to improve this situation Personnel rest is recruiting, but I see only one time is the end of this class to another class, the branch is always in shortage of personnel In addition, the recruited personnel have to shoulder a workload as the long-term staff so you are overloaded and stress Due to family conditions, I am still trying to work, however, in the first year of my child in grade 1, I counted to pick him up in the city to take care of his situation closely, if not available What improvements can not we continue working long term, can consider transfer to another bank to ensure time to care for children What solution you suggest improving the situation at X Branch ? I think first of all is to stabilize and preserve the current number of personnel, besides that it must recruit enough staff at least equal to the distribution to reduce the workload for cadres present Branches also need to listen to the opinions of employees to find out why the staff so much rest, then take measures to improve rather than resting is recruiting In addition, after hours, Branches should also organize tours or picnics to increase cohesion between staff Would you like to contribute any further ideas? No C Interview with a Customer Relationship Officer who left his job at VietinBank - X Branch Interviewer Vũ Thị Thúy Interviewees Lê Trường Mãn 82 Topic Interview about HR status at Vietin Bank – X Branch Can you tell me some of your personal information? (Name? Current occupation? Position?) I am Le Truong Man, now I am working as a Personal Customer Relationship Manager at Vietcombank Ho Chi Minh Branch My main task is to find customers and cross-sell the bank products (Loans, deposits, cards and etc) I have known you previously worked at VietinBank X Branch , what position did you take? How many years did you work at VietinBank X Branch ? Yes, I have worked for over years at VietinBank X Branch , from 2014 to 2016 At that time, I was a Retail Customer Relationship Manager After leaving VietinBank X Branch , how many times have you changed jobs? What is your current job different from what you at VietinBank X Branch ? After terminating the labor contract at VietinBank X Branch , I moved to work at Vietcombank Ho Chi Minh Branch My current job is not much different than at VietinBank, I am also in charge of personal customers How you assess the banking industry in the area of Ho Chi Minh City? (Income level? Competitive level? Workload? Level of stability? Potential development?) - Income: As far as I know, depending on the position, the income of a bank employee ranges from to 20 million per month - The level of competition: I not think it is high because there are dozens of banks nowadays, so it is not too difficult to apply for a job at a bank - Workload: The bank is famous for being strenuous, going to work early till late at night A bank employee is subjected to a series of criteria from loans to deposits, cards - Stability: Due to time constraints, business targets, bank employees are more likely to change their workplace - Development potential: If trying to well for about 3-5 years, an employee can be promoted to the department head, manager How you rate your work when you work at VietinBank X Branch ? (Workload? Work environment (co-workers, leaders)? Compensation and benefits? 83 - Workload: While working in X Branch , I was a new employee Right from the start, I was assigned a loan growth target of billion and mobilized billion per month At that time, I was a fresh graduate, struggling to know how to complete this target When the probation period was over, double or triple the norm was normal, but I also get used to not finishing the target - Working environment: I think it is okay At that time, the co-workers were young and new, so not much competition People helped each other Managers were also very comfortable - Compensation: My salary ranged from 11-17 million, and I felt that the salary and benefits were quite good It higher than my salary a little bit How you feel about the board of directors? (Staff orientation? Level of interest to workers?) - My department is under the directorship of the deputy director of retail, but the deputy director is not given the right to make as many decisions as the director I see sometimes there is no consistency in the management of the director and deputy director, each with a style Even, in the same problem but the leader also different direction at different times, sometimes yes, sometimes not yes Compared to working at VietinBank X Branch , you see the current workplace, which one you find better and not as good as before? I am satisfied with the work environment at the current workplace: Targets are allocated more appropriately and have the support of leaders when needed, creating resources for cadres to fulfill the target As a result, the work is performed better, the income is also improved The bad point is that the current bank has a high level of competition among employees, so we feel that our colleagues are not as friendly as VietinBank X Branch In summary, are you satisfied when working at VietinBank X Branch ? If not, what are you not happy about? Working at VietinBank X Branch , I felt very pressure, even when coming home, I still had to think about the tasks and norms The unhappiest point is that the target was too high I have never completed over 80% of KPIs even though I tried very hard Hence, income and job performance were often not high 84 Why you leave VietinBank X Branch ? According to you, what personnel problems that X Branch is facing leads to the unstable situation? As mentioned above, pressure and overloading work is the reason I leave X Branch Every day, I cannot go home utill to pm I think the problem that X Branch is having is that the workload that employees have to is too much Plus, high targets are not driven and supported Part of the cause of the shortage of personnel so the existing personnel must complete the index for the lack of personnel Workers not have time to balance work and life What solution you suggest improving the situation at X Branch ? I think the management of the Branch should consider assigning targets to cadres more suitable This would require the recruitment of a sufficient number of personnel to share norms for existing personnel Besides, assigning norms should be linked with support and orientation for staff to complete the target 10 Would you like to contribute any further ideas? No D Interview with a resigned employee (Teller) at VietinBank X Branch : Interviewer Vũ Thị Thúy Interviewees Nguyễn Thị Thanh Nhàn Description Interview with staff at VietinBank X Branch Can you tell me some of your personal information? (Name, current occupation? Your mission in the company? I am Nguyen Thi Thanh Nhan, Currently I am doing small business at home I sell groceries, provide consumer goods to meet the daily needs of people in the place where I live How long have you been working at VietinBank X Branch ? Before working at VietinBank X Branch , what kind of work did you do? Yes, I have worked for more than years at VietinBank X Branch from 2015 to 2017, as transactor at the counter 85 After leaving work at VietinBank X Branch , how many times have you changed jobs? Does the job after the change are different than when you work at VietinBank X Branch ? After leaving work at VietinBank X Branch , I did not work in the banking industry anymore but switched to small business at home to take care of children Prior to working at VietinBank X Branch , I also had time to be a trader at ACB The job at ACB is similar to VietinBank, but the income is not high so I moved to VietinBank How you assess the banking industry in Ho Chi Minh City? (Income level, workload? Degree of stability? Potential development?) - Income: The banking sector is relatively high but not stable, depending on the business results of the unit Depending on the location, the income will vary, but in positions where the salary trader is relatively low - Stability: The level of stability is not high, my colleagues change jobs continuously, at VietinBank X Branch from the phase I leave probably only about 2.3 former employees - Volume of work: Where I find the hard work, the workload much Executives like us, the pressure on time, vouchers, communicate with KH I not like the situation, many people hard to their very stress - Development potential: Their position is difficult to improve, their credit officers are preferential, their stability is 3.4 years, they can be appointed higher positions How you rate your previous work at VietinBank X Branch ? (Workload? Work environment (co-workers, leaders)? Compensation and benefits? - Workload: Every bank, the characteristics of the transactor must be traded continuously VietinBank is a big bank, so the number of customers coming to the transaction is very high Every day, 60-70 customers have to transfer money, send money, collect taxes and collect fines Requires fast and accurate processing - Working environment: Colleagues and leaders, I feel good, people are very supportive and sharing each other Only the director at that time a bit hard but luckily my job did not have to communicate with the boss Can you share more? Whoever sees the boss is afraid too, the boss often asks and recalls enough Meetings are continuous, apart from working time in the week, almost every week the agency also held 86 meetings such as Debt Processing Meeting, business meeting We almost have no time for family family, children - Income and salary: VietinBank's income is higher than that of ACB In terms of total income, but working time in VietinBank more than ACB, in ACB about and half, hours I can return, but VietinBank I have to regularly return home after pm Often times work has to stay up to 8, hours So with the working time more than the old bank I had worked about 2-3 hours a day, the actual income in VietinBank X Branch is not higher than at the bank I used to Compared with working in VietinBank X Branch , you see the work while working at Sacombank and the current job, which is better, and which is more limited? As I said above, in ACB the job is more comfortable, the norm is just right but in return the income is not equal to VietinBank Although the income in VietinBank is higher than the time I have to work, I not see much difference Time to move from ACB to VietinBank is young, at that time no children, see higher income should pass But now have children, think back to that time when I still ACB when it is good because I not have much economic pressure, in the family is her husband, I mainly want a light work to take care of children At present his work is very flexible, there is plenty of time for the family but in return the income is not stable as when doing the bank 7 In summary, are you satisfied when working at VietinBank X Branch ? If not, what are you not happy about? No The work here is too much and time consuming, I not balance the time for work and family Does the Branch Director influence your decision to quit? According to my little As I said above, my job is not related to the boss But just one concealment of each congregation also takes a lot of time for cadres What are your reasons for leaving VietinBank X Branch ? As you know, staff at X Branch are having a lot of layoffs Do you think the personnel problem at X Branch is leading to the current unstable situation? The reason I quit my job is because I can not balance work and life I think there is a major problem in the personnel of X Branch is too hard work, not only that each person must bear a series of indicators of all kinds Especially as our traders 87 not have time to make transactions for customers can not get out time consulting insurance, cards, e-banking What solution you suggest improving the situation at X Branch ? First of all, I think it is necessary to reduce the amount of staff available, to hire more staff or to recruit interns In addition, the work of stabilizing staff, training, improving the quality of the existing personnel is also important, it contributes to improve the labor productivity of the staff, but now the recruitment is complete rest, full human new experience has not you will be very pressure 10 Would you like to contribute any further ideas? No E Interview with a leader who has a large number of employees off work, low business results at VietinBank X Branch Interviewer Vũ Thị Thúy Interviewees Truong Van Cuong – Head of transaction office of VietinBank Bank X Branch Description Interview about HR situation with staff at VietinBank X Branch Can you tell me some of your personal information? (What is the current occupation? What is your mission in the company?) I am Truong Van Cuong, currently I am the Head of the Y VietinBank Transaction Office X Branch My main task is to run the retail business of PGD Y under direction of the Board of Directors (Growth loan, capital mobilization and cross-selling of Retail products) Before working at VietinBank X Branch , have you ever worked in the field of Banking? What position did you take? What was your mission at that time? How long have you been working in an old company? Have you changed your job several times before? Have you worked at VietinBank X Branch for years? How long have you been in leadership position? Before working at VietinBank X Branch , I worked at Eximbank Eximbank was my first job when I graduated At that time, I was recruited as a Customer Relationship Manager 88 specializing in personal custome I worked at Exim for almost years then moved to work at VietinBank X Branch I worked in VietinBank X Branch from 2011 to now, more than years, I was appointed as Deputy of department from 2015 and become the Head of department for more than a year How you assess the banking industry in the area of Ho Chi Minh City? (Income level? Competitive level? Workload? Level of stability? Potential development?) - Incomes: Earnings for a non-title bank employee with one-year experience ranges from to 20 million For inexperienced staff is 5-10 million - Competitive level: I think it is relatively high due to the high level of rejection of the Bank If you not complete the task for 2-3 months in a row you will most likely be forced to quit - Workload: Banking is very hard Especially the retail sector with many records, one staff will have to handle lots of records In addition, it is not only lending, mobilizing but also electronic banking cards… - Stability: Due to business pressure, it is very easy for Bank employees to change their workplace Especially there are currently dozens of banks in the area posted daily recruitment - Development potential: Except for a number of state-owned banks, at commercial banks, if the staff is hard-working and hard-working, the chances of improving incomes and advancement in the banking industry are high How many staffs are there in your Department? How many years of experience? What is your boundary of personnel? Is your current number and staff sufficient to meet the job requirements? At the present, my Department has retail staff including leaders, of which are credit officers (2 officers and manager) and transactors (2 officers and leader) Most employees are experienced for less than years About credit officer, a new friend has been transferred from the treasury department for three months, has not had credit experience and a staff is in probation transactors can more than year Với quy mô phòng tơi phân định biên The current staffing size is barely fixed, unlike the first four months of operation, when only one credit officer and 89 one leader The staff has been supplemented with enough staff since the beginning of June, however, they are not experienced yet, so it takes about months to get new staff Why not you have enough staff in the first five months of the year? By the end of 2017, the department has two credit officers Those who have been recruited for more than a year or new to work, early this year one officer has left, the Branch have not recruited in time to supplement personnel In April, my room was rotated officer to credit department at the branch office Instead, transfer one officer from the currency department to the treasury By the end of May, a new recruiter is added I have known that business results in your Department in recent years are experiencing a decline in both debt and capital, does your Department have any difficulties in business? As mentioned above, my transaction office lack of human resources and staff quality is not high For the past years, if you have just finished training, you will have to stop working or be transferred My customers have to go looking for the present without the staff, I have to make the records themselves Many times, customers complain That is why the business situation is not developing How you rate your work at VietinBank X Branch ? (Workload? Work environment (co-workers, leaders)? Compensation and benefits? - Workload: I see the staff are suffering a lot of targets There are up to a dozen KPIs per employee The KPI set of each employee includes over 13 indicators of all kinds such as outstanding loans, funds, cards, e-banking and etc Each indicator is important and occupies a certain weight in the scorecard, however, each staff has only limited time so it is difficult to focus on all indicators Many types of indicators, if not completed, will be deducted for penalties resulting in the KPI score of employees are relatively low - Working environment: I think it is okay Leadership is also concerned business direction However, the above leaders should not be aware of the pressure that workers have to experience, I have explained, my director's view is no reason, must also - Regarding compensation: Income at the branch I consider is acceptable, enough to live Compared with other banks, which points of VietinBank X Branch are good and not good compared with other banks? 90 I see the problem of VietinBank X Branch is the current staff is too short lead to the number of non-responsive, the staff are under a lot of pressure In addition, the training of new staff has not been paid enough attention Beside, due to limited time, I did not pay much attention to coaching and feedback my staff as the role of a leader Compared to other banks, I find staff after leaving work often switch to VCB and BIDV I found the other banks much lower cadres and officials were leaving the office very early What are the reasons for leaving employees at VietinBank X Branch ? According to you, what is the personnel problem that X Branch is facing leading to the current unstable personnel situation? Do you have any suggestions for improving the situation at X Branch ? Most of his staff quit the job due to work pressure I think the management of the branch must have policies to help staff strengthen links, reduce the rate of leave at the Branch (Team building organization, the holidays for staff and families ) In addition, a number of staff can be recruited to support the work of the existing staff Would you like to contribute any further ideas? No Appendix 4: The example of a set KPI at Vietinbank – X Branch THE SAMPLE OF KPI SET BẢN ĐÁNH GIÁ THỰC HIỆN MỤC TIÊU/KẾ HOẠCH Đánh giá tháng đầu năm Từ ngày 01/01/2018 đến ngày 30/06/2018 Trạng thái: 09-Đóng I THƠNG TIN CHUNG Mã cán bộ: Họ tên: Người đánh giá chính: Chức danh/Cơng việc: Chức danh/Cơng việc: CB QHKH bán lẻ Người phê duyệt: Phòng/ban/tổ: PGD Chức danh/Cơng việc: Đơn vị: CN X Trưởng PGD Đa Năng Phó Giám đốc CN (KHBL) II MỤC TIÊU/KẾ HOẠCH ĐƯỢC GIAO VÀ KẾT QUẢ ĐẠT ĐƯỢC Chỉ số đánh giá Trọng Đơn Kế % HT tối Tự đánh giá CBQL đánh giá 91 chính(KPIs) số (%) vị tính hoạch đa Mức độ HT (%) I Yếu tố tài (F) 62 Tổng lợi nhuận triệu đồng 112,269 150 Tiền gửi CASA bình quân KBL tỷ đồng 5.6 120 tỷ đồng 67 130 % 100 120 % 100 120 Dư nợ bình quân KH bán lẻ Tăng trưởng nguồn vốn huy động bình quân KHBL Tăng trưởng dư nợ bình quân KHBL Nguồn vốn bình quân KH bán lẻ tỷ đồng 20 120 Thu phí dịch vụ triệu đồng 50 110 Doanh số bán Bảo hiểm triệu đồng 8.1 Doanh thu phí bảo hiểm Bảo Ngân triệu đồng 10 110 8.2 Doanh thu phí bảo hiểm Aviva triệu đồng 32 110 Dư nợ bình quân KHBL 20 triệu đồng 62,000 130 10 Nguồn vốn bình quân KHBL 14 triệu đồng 5,000 130 II Yếu tố khách hàng (C) 13 Điểm KQ thực Mức độ HT (%) 100 Số lượng khách hàng hữu số khách hàng 1.1 Số lượng KHBL tiền gửi hữu số khách hàng 25 110 1.2 Số lượng KHBL tiền vay hữu số khách hàng 80 110 Sự hài lòng khách hàng % 100 100 100 92 Số lượng thẻ kích hoạt lũy kế 3.3 Số lượng thẻ tín dụng kích hoạt lũy kế số sản phẩm 15 110 3.4 Số lượng thẻ ghi nợ kích hoạt lũy kế số sản phẩm 420 110 III Yếu tố quy trình/Hoạt động (O) số sản phẩm 100 15 Tuân thủ thời gian cho kết % 100 100 Tuân thủ luật, quy trình, quy định, sách hành Nhà nước VietinBank % 100 100 Số lượng giao dịch toán kênh quầy số lần 41,000 100 Số lượng khách hàng sử dụng từ sản phẩm trở lên số khách hàng 20 100 % 100 100 % 100 100 % 100 100 IV Yếu tố người (P) 10 Đào tạo & phát triển Tuân thủ nội quy lao động Lợi nhuận bình quân lao động CN III NHẬN XÉT VÀ PHÊ DUYỆT Xếp loại tự đánh giá: Điểm phê duyệt: Xếp loại cuối phê duyệt: Xếp loại tổng hợp: Nhân viên tự nhận xét đề xuất 5.CBQL đánh giá,nhận xét Ký nhận: Ngày: 18/07/2018 Họ tên: Chữ ký: Ký nhận: 93 Ngày: 18/07/2018 Cán quản lý cấp: Họ tên: Chữ ký: CBPD nhận xét, đánh giá Ký nhận: Ngày: 18/07/2018 Họ tên: Chữ ký: 94 ... of work overload There are two types of work overload quantitative overload and qualitative overload In which, quantitative overload is situation that staff feelings related to the amount of work, ... that all focus groups talked about Work- Life Balance in relation to work hours The above sharing of interviewee at VietinBank – X Branch show that long working hour makes employees unbalanced work. .. relatively long working time at the retail department of X Branch, they have been associated with X Branch for more than years Because these interviewees are no longer working at VietinBank - X