Ineffective task allocation of mortgage business service team at bank h

UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business LE THI Y NHI INEFFECTIVE TASK ALLOCATION OF MORTGAGE BUSINESS SERVICE TEAM AT BANK H MASTER OF BUSINESS ADMINISTRATION Ho Chi Minh City – Year 2020 Ineffective task allocation of Mortgage Business Service team at Bank H UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business LE THI Y NHI INEFFECTIVE TASK ALLOCATION OF MORTGAGE BUSINESS SERVICE TEAM AT BANK H MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: DR DOAN ANH TUAN Ho Chi Minh City – Year 2020 Ineffective task allocation of Mortgage Business Service team at Bank H INEFFECTIVE TASK ALLOCATION OF MORTGAGE BUSINESS SERVICE TEAM AT BANK H Executive summary Company introduction 1.1 Background 1.2 Organization Chart 1.3 Objective and Scope 10 1.4 Process map of Mortgage Business Service 11 Company context 12 2.1 Symptom 1: High overtime in MBS 12 2.1.1 Definition of overtime and impact of overtime 12 2.1.2 Diagnosis and analysis 14 2.2 Symptom 2: High time-consuming process in MBS 16 2.2.1 Definition of time-consuming process and impact of time-consuming process 16 2.2.2 Diagnosis and analysis 16 2.3 Symptom 3: High number of document errors in MBS 18 2.3.1 Definition of document error and impact 18 2.3.2 Diagnosis and analysis 19 Problem identification 20 3.1 Preliminary cause and effect tree 20 3.2 Potential problem 23 3.2.1 High job demand and job control in team MBS 24 3.2.2 Ineffective task allocation in team MBS 26 3.2.3 Low staff capability of team MBS 29 3.2.4 Poor quality of applications in team MBS 30 3.3 Problem Validation 30 3.3.1 Management perspective 36 3.3.2 Employees’ perspective 37 3.4 Real problem 38 Cause analysis 39 4.1 Causes exploration 39 4.1.1 Lack of clear objective for task completion 39 Ineffective task allocation of Mortgage Business Service team at Bank H 4.1.2 No base on staff competency, personality, and motivation 41 4.1.3 Low flexibility and robustness 42 4.2 Causes validation 43 Alternative solutions 48 5.1 Alternative solution 1: Build Key Performance Indicators (KPIs) of Balanced Scorecard (BSC) by analytical hierarchy process (AHP) and Simple Multi-Attribute Rating Technique (SMART) 49 5.1.1 Solution exploration 49 5.1.2 Methodology 53 5.1.3 Design a KPIs of BSC using AHP and SMART for MBS 55 5.1.4 Benefit and cost 58 5.2 Alternative solution 2: Create competency dictionary for team members using Knowledge, Skill and Attribute (KSA) model 61 5.2.1 Solution exploration 61 5.2.2 Methodology 64 5.2.3 Design a competency dictionary for MBS 65 5.2.4 Benefit and cost 69 5.3 Solution justification: 71 Action plan for implementation 72 Supporting information 73 7.1 Interviewees’ Demographic 73 7.2 Interview guides 73 References 80 Appendices 84 Ineffective task allocation of Mortgage Business Service team at Bank H List of abbreviations and definition RBWM Retail Banking and Wealth Management – a global business serving Retail customers OPS Operations – a global function CLMBS Cards, Loans and Mortgage Business Service – target department MBS Mortgage Business Service – target team in CLMBS department SLA Service Letter Agreement – a commitment to complete service within a specific time SUT Standard Unit time – standard processing time for a specific task TAT Turnaround Time – actual total time from receiving a request until completion OT Overtime – working time after agreed time in contract ID card Identity card – personal information card QAS Quality at Source – the quality of application provided by Sales CIC Credit Information Center - government department to provide credit information of customer HUB H Universal Banking – core banking system AAPS Application Processing System – core lending system SFE Staff Front End – core banking system KPIs Key Person Indicators – is an evaluation criterion that demonstrates how effectively a company/team/person is achieving the objectives BSC Balance Scorecard Ineffective task allocation of Mortgage Business Service team at Bank H List of diagrams Diagram 1: Preliminary cause and effect tree (Source: Consolidated by author) 21 Diagram 2: Cause and effect tree (Source: Consolidated by author) 24 Diagram 3: Behavior mechanism 31 Diagram 4: Official cause and effect tree (Source: Consolidated by author) 38 Diagram 5: Updated official cause and effect tree (Source: Consolidated by author) 39 Diagram 6: Final cause and effect tree (Source: Consolidated by author) 48 Diagram 7: The Balanced Scorecard Links Performance Measures (Adapted from research) 51 List of figures Figure 1: Organization Chart of Bank H (Sources: Internal data) Figure 2: Organization Chart of CLMBS (Sources: Internal data as at 01Dec2019) 10 Figure 3: Organization Chart of MBS (Sources: Internal data as at 01Dec2019) 11 Figure 4: End to end process of home loan (Source: Internal procedure) 11 Figure 5: The dynamic interactions between the model sectors 13 Figure 6: Total average OT and total volume of CLMBS separated by team from June to November 2014) Figure 7: Percentage of SLA failure in CLMBS separated by team from June to Dec 2019 17 Figure 8: Percentage of application with errors in CLMBS separated by team from June to November 2019 (Source: Internal data) 20 Figure 9: Job description of MBS team members (Source: Internal data) 25 Figure 10: Job requirements of MBS team members (Source: Internal data) 30 List of tables Table 1: Total average OT and total volume of MBS from June to November 2019 15 Table 2: Maximum capacity, SLA and actual time of MBS in 2019 (Source: Internal data) 17 Table 3: Total volume of MBS divided by tasks from June to November 2019 (Source: Internal data) 18 Table 4: Average volume of MBS per day divided by tasks from June to November 2019 18 Table 5: Constructs of Capacity, Capability, and Performance in Relation to the Role of Contextual Factors Construct 28 Table 6: Average SUT of team in CLMBS separated by teams from June to November 2019 33 Table 7: Current tasks allocation of MBS separated by person in charge (Source: Internal data) 34 Table 8: Time conflict of tasks MBS separated by person in charge (Source: Internal data) 35 Table 9: Percentage of application with errors: return to sale in MBS from June to Nov 2019 36 Table 10: Performance objectives of team MBS (Source: Internal data –appendix 8) 45 Table 11: Scale of relative importance (Adapted from research) 53 Table 12: Preference matrix 56 Table 13: Normalized matrix 57 Table 14: Estimated spending time for solution KPI of BSC (Prepared by author) 60 Table 15: Example of competency item rating (given by author) 68 Table 16:Training proficient ranking (Source: Internal data) 69 Table 17: Proficient level of using business systems and processes (Source: Internal data) 69 Table 18:Estimated spending time for competency dictionary (Prepared by author) 71 Table 19: Action plan for KPIs of BSC and competency dictionary (Prepared by author) 72 Ineffective task allocation of Mortgage Business Service team at Bank H Executive summary From the beginning of 2019, customer centricity and healthiest human system are some of the emerging focus of all levels in the H group and H Vietnam in specific From 2020, adding two more strategies which are operational efficiency and cost management To promote such strategies, everyone in bank H has to take actions to review, improve, and simplify processes, procedures, systems, etc.…in order to upgrade customer services and experience, and encourage better worklife balance for the workforces to have the healthier working conditions Currently, in Mortgage Business Service (MBS) – a team in the department Cards, Loans, and Mortgage Business Service (CLMBS), the ineffective task allocation is a long-lasting problem that leading to high overtime (OT) and high time-consuming processes Therefore, this ineffectiveness is a big obstacle for implementing customer centricity, the healthiest human system, operational efficiency, and cost management in the short term and developing team in the long run The mentioned above finding is located by several qualitative in-depth interviews with VP, manager, and employees of the CLMBS department Combining with analysis from secondary data and related literature, this paper is to step by step diagnose the most concerning symptoms with its consequences, identify the real problems, then explore the potential causes and main causes Applying theory-informed problem-solving in the organization to study and analyze the current task allocations, the nature of tasks, the competency, and motivation of each employee of MBS, the author aims to support the management of the CLMBS department to understand about the real problem clearly and objectively Subsequently, this paper can suggest the CLMBS department the alternative solutions and action plans to generate an effective task allocation to resolve the real causes, symptoms, and negative impacts on the department, team members, and customers Then, they can evaluate and choose the best and most applicable solutions not only to serve customers in the best way by committing the services, improving processing time but also to equip the team members with methodologies and tools to arrange the workload more scientifically, maximize the capacity and minimize overtime Ineffective task allocation of Mortgage Business Service team at Bank H Company introduction 1.1 Background H Banking group is one of the world’s largest banking and financial services organizations Group serves more than 40 million customers in 65 countries and territories with 238,000 employees around the world Exceptional access to high-growth markets and a strong balance sheet are the advantage of the group Based on that, the group builds the strategy to capitalize on long-term trends affecting the financial services industry From June 2018, after a long period of transformation, the group is now to refocus on growth to increase customer numbers, take market share, and grow revenue and profits To that, the group’s strategies are customers with customer-centricity and people development to fulfill the potential of online University, and care for staff with the Healthiest Human System program, increase the efficiency of operation, and cost management H Viet Nam Bank (Bank H) is opened its first office in Saigon (now Ho Chi Minh City) in 1870 In August 1995, Bank H opened a full-service branch in Ho Chi Minh City Now, Bank H has 14 branches in Ho Chi Minh City, Ha Noi, Da Nang, and Binh Duong and serves both retail and wholesale customers with all available financial services in the market Adhering with the group, bank H is focusing on customer centricity, healthiest human system, operational efficiency, and cost management to continuously improve and develop the bank Bank H offers a lot of solutions for wholesale customers for import, export, and guarantees including working capital, growth, payment, investment, and managing risk In term of retail banking, Bank H have offered several products including Visa and MasterCard credit card, debit card, accounts and deposits and lending products, insurance, and investing With continuous effort, Bank H has achieved a lot of awards: best foreign bank in Viet Nam from 2006 to 2012, 2014 to 2019 by Finance Asia, a best retail bank in Viet Nam in 2016, 2017, and 2019 as per Banking and Finance Asia… 1.2 Organization Chart Bank H follows the group structure to divide departments by Global Business and Global Functions All global business and function units have to report to entity manager in country level and functional manager at regional, and global levels In this paper, it is mentioned the entity manager reporting line in Viet Nam only Figure shows the organization chart by businesses and functions Ineffective task allocation of Mortgage Business Service team at Bank H Figure 1: Organization Chart of Bank H (Sources: Internal data) Each department has allocated in job scope to different positions Below is specification in each department of organization: Retail Banking and Wealth Management (RBWM): serve retail customers including sale, and service via branches, transaction offices, tele sale, mobile sales, contact centers, marketing, products, underwriting service and collection Wholesale Banking (WSB): serve wholesale customers including sale and service Global Market (GM): perform liability trading transaction Global Trade and Receivable Finance (GTRF): provide import and export payment transactions for wholesale customers Legal Consulting (LGA): provide legal consultation for all banking activities Ineffective task allocation of Mortgage Business Service team at Bank H Regulatory Compliance (RC): provide regulatory compliance consultation for all banking activities, working directly with government Corporate Real Estate (CRE): provide real estate management like offices, and securities Securities Services (SS): provide securities transaction for WSB customers Finance Crime Risk (FCR): manage finance crime monitoring including anti money laundering, fraud, anti-bribery and corruption, sanction… Technology (IT): provide hardware, software, network, and project management Operations (OPS): delivery operation services for RBWM and WSB related to documentations, system handling, RBWM Credit Risk (CR): manage RBWM portfolio and policy Communication (COM): manage internal and external communication on behalf of bank Internal Audit (IA): perform internal audit for the bank Corporate Sustainability (CS): perform staff and social activities Wholesale Risk Management (RM): manage WSB portfolio and policy Finance (FCD): perform financial reporting, accounting, planning and tax compliance Human Resources (HR): perform human resource activities like recruiting, onboarding, training, staff benefit and advise 1.3 Objective and Scope This paper primarily targets CLMBS, which is a department in Operations function, is fully in charge of the operation process for retail banking customers CLMBS supports RBWM with credit card onboarding, maintenance, payments, card dispute, fraud investigation, settlement, loan onboarding, documents issuance, loan disbursement, and servicing Figure 2: Organization Chart of CLMBS (Sources: Internal data as at 01Dec2019) After doing research, the scope of this the paper is to focus on MBS team only who takes responsibility for mortgage home loan including capturing, credit and mortgage documents 10 Ineffective task allocation of Mortgage Business Service team at Bank H different from a home loan of a couple and borrow security from parent, processors have to capture all information of all parties to systems, the more parties, the longer it takes Another example, a home loan 50 billion takes my staff hours to check documents and disburse, when they just need half an hour to a home loan 500 million Because we have many types of home loan, so I don’t put a specific number for them like they need to capture cases a day, or disburse cases a day - I: So, home loan is a complicated process because large amount of money and complicated process Could you please give a more detail about the process? - M: The first step is capturing Capture staff has to check the applications, this application have hundreds of fillable fields and customer needs to fulfill all of them They also check if the supporting documents like ID card (Identification), family record book, marriage certificate, land use right are valid and qualified to go ahead Then, they check CIC (Credit Information Center) in CIC system, take screenshots of customer information in HUB (HSBC Universal Banking) system If all are good, they capture these hundreds of fields into our system AAPS There are some restrictions like jobs, security areas, relationship of borrowers, … and rules for type of home loan like home loan or home equity… The process is really complicated and quite hard for new joiners - I: Okay What about next step? - M: After we capture, the verification and approval process are of Underwriting team, when a loan is approved in AAPS, we come to documents issuance stage We have to define which type of home loan normal or under construction, which projects to… to issue the correct templates, if we issue wrong template, the documents are rejected and we have to issue again, this will make customer wait If we issue wrong information in documents, in worst case, if no one from our team to notary department to DONRE (Department of Natural Resources and Environment), bank will bear contractual, credit and policy risk when customer receive the fund but the contract is invalid We may lose money For example, we approve loan billion, but facility offer letter input 50 billion - I: So, document issuance must be very careful to ensure bank can issue the accurate template and loan detail What is next step? - M: When the all documents are signed and security is mortgaged successfully in DONRE Sale instructs customer to fill in drawdown request and submit proper loan purpose 121 Ineffective task allocation of Mortgage Business Service team at Bank H according to matrix The matrix is also complicated with many scenarios, the processors have to read carefully everything to make sure nothing wrong with it to proceed to disburse This is the final stage and most important because customer can have the fund now - I: In summary, we have main sub processes: capture, documents and disbursement All are complicated and required knowledge, skills and experience What you evaluate about the performance of every sub processes? - M: Generally, our staff now are all experts They are competent enough to perform everything very well without any supervision and with minimal instruction When there are complex cases, they will ask me for final decision to go or no-go I don’t have any comment toward the quality of the output But I have to remind them one thing every day to leave office in time All of them leave after 7PM Although I have tried to talk with them one to one, discuss in team meeting, and remind every day, they still leave quite late OT is high that makes me feel somehow helpless You know the volume is average, I have a file to calculate all tasks and SUT and volume, they have surplus about hour I can accept this hour for communication and other non-production tasks like printing … - I: So, you are aware of this thing and want to improve but not yet resolve, right? - M: Yes I’ve tried some months and failed - I: Do you have any clues about what leading to high OT? - M: I am not sure - I: Your team head gave me the data about OT and I want to discuss with you Here we are - M: Hmm You see, we have something wrong here OT is always high regardless of volume - I: Do you have any ideas about this? - M: I know high OT may be because staff have not enough competency for the tasks When staff are not yet capable of doing task, they need supervision, they need to look at procedure and personal note… This can consume more time for a specific request If so, we fail SLA, and increase overtime because staff need more time than standard My team have staff have less than months experience and have more than years I think with the current tasks, they can it well All have good performance so I think this is not a reason - I: What you think about flow back or QAS? 122 Ineffective task allocation of Mortgage Business Service team at Bank H - M: Yeah It can be a problem The QAS rate is very high, it seems we need to return 9/10 new applications because it lacks of information in form or submit expired ID… many reasons big or small, we have many reasons to return new applications After that, the application come back to us quite late and we have to stay to process Same with disbursement, I think customer often wait for half a day to receive fund when our SLA is hours Sale cannot submit correct documents from the beginning I think this problem is very serious when it can affect customer plan and bring more things to - I: If QAS is a problem, you have any solution? - M: Not yet Most of the time we try to explain to sale and instruct them Because it is quite hard for us to force them to something when we are authorized - I: I got yet What about high volume? Does it lead to higher OT? - M: I don’t think volume is not an issue, the business plan is not to focus on mortgage, so staff surely are not overloaded From my observation, my staff work very hard, they are not lazy and stay late to complete tasks They are working constantly all the time Wait, I can feel something wrong here of staff are always working during the day and stay longer I have staff have some wait time during the day but also stay late - I: Could you tell more? - M: Our Bao – our new joiner since Apr2019 She is in charge of capture Everything related to capture, support pay off and transfer fund to other banks But new applications not come regularly, some days, no application and some days, some applications can take her all day to complete We cannot forecast the volume of tomorrow so we cannot assign her more fixed tasks Thu – our new joiners since Aug2019 She is in charge of loading overdraft, documents preparation, and pay off Same with Bao, she some days has wait time I think both of them have to wait time and have to stay late to complete tasks to ensure SLA Phung, Kim and Ngoc – our experienced staffs are assigned more complicated tasks like disbursement, document issuance, and staff loan, and many small tasks - I: So why your team agree on this arrangement although it is not very effective? - M: In fact, the new ones needs to perform more basis tasks to get to know the process perfectly, while experienced staff have more knowledge, skills and experience, so they have more tasks I think this may be the problem We not really have a good task allocation Other possibility I can think that the current tasks may not fit the assigned staff 123 Ineffective task allocation of Mortgage Business Service team at Bank H very well like our Ngoc – she does not like paper but she is now working on document issuance or our Thu , she is very careful and not like number and system very much, but she is doing pay off, I think she can issue document now, I may consider to change payoff to other member - I: In summary, high QAS and ineffective task allocation can lead to more OT and consume more time Staff ability and volume is not a concern - M: Yes But high QAS is due to the quality of RBWM, so I think we not need to focus on it - I: OK So, what you think about the causes of ineffective task allocation? - M: As I said, we have new staff that it is hard to push the productivity and capability to assign more task for them The current tasks not match with our staff, may be both I and my staff not have proper investment on this We just arrange tasks very simply We agree that who know to perform the task will take it We not care much if we like it or not, if we are good at it or not However, our nature of job is quite difficult to arrange when there are many tasks and the request may come at the same time we cannot control Staff has separate task in specific queue to complete, it is hard for them to work flexibly when they are fixed in the process I think the current task allocation cannot utilize our team well because staff work independently rather team working - I: So, the possible causes may be no consideration about staff motivation and ability Next, every work independently in their queues without team working Next, the time is conflict Do you think that the ineffective task allocation is because no clear about the SUT and SLA because as you told me that because the request can be different so you let your staff freely perform? - M: Yes May be Currently, I don’t take SUT and SLA quite important My staff can their job without my monitor I think it is better when staff are not closely control I am not a type of micro manager But you’re right I don’t control so my staff can be unclear about the task and not know how to arrange and handle task with priority - I: Have you ever resolve this problem? - M: Yes This year, we already revisit the task allocation times to switch the tasks for Kim and Ngoc Assign more task for Thu and Bao to share the workload with team But it seems it doesn’t work I’ve not yet had clear target for task completion 124 Ineffective task allocation of Mortgage Business Service team at Bank H - I: How about the job requirement and job description? - M: Currently, the job requirement and job description are same for all teams in Operations The description is too much general that does not show any detail, the requirements are easy and general like interpersonal skill, communication skill, knowledge in lending which are superficial - I: I got it Thank you very much for discussion today I think we are overrun now Let’s end here See you later - M: Thanks See ya The second interview: 03 Apr 2020 – short online interview via Zoom meeting - Interviewer (I): As previous interview, I know that team does not have KPIs setting for performance From the observative, I know that bank H have the performance setting and development plan in HR Direct Can I have a quick review about this system? - Manager (M): Ok We have set “Everyday performance worksheet” in HR Direct It is mandatory for all staff in my bank Last year, we must complete it in January, but this year we don’t have timeline to set this We can it anytime during the year but I still did complete it in last February to avoid forgetting it I copied these objectives from last year - I: So, your team has no change in the objectives this year, right? - M: Yes This is just a mandatory part in system that we have to complete We don’t use this “Everyday” because the objectives are global setting My team does not design specific objectives so this performance setting is not used in common In September, when we finalize the performance of the year, then I will input comments for team members with rating there, my team members acknowledge with some comments - I: Could you show me the screen of this? - M: Yeah This is “Everyday performance worksheet” I already cascaded to my team member and they can update it whenever they want, they can add more We have a function to add comment about the progress as well The status “on track” means the employee has good progression as per description, “completed” means that they complete this objective by the end of year, “do not meet” means staff fail to complete the objective, “not applicable” means the staff joined after 1st Oct and this objective won’t apply for them that year 125 Ineffective task allocation of Mortgage Business Service team at Bank H 126 I: So, we don’t have KPIs setting, but we have performance setting in system which can be - updated during the year How you and team member use it? M: As I told you, we don’t use it No one wants to go to system to record anything because - it takes time More importantly, it is not mandatory for anyone to update and use it, just a system record for final rating - I: I got what you mean So, what you think if you can use that system to set KPIs and other objectives for team members? - M: I personally think it is good to so It is automatic and recordable so both I and my team members can discuss and update it monthly or even weekly The problem is we are not familiar using that system and we don’t have time to it - I: Okay Thank you very much for the discussion today The information is valuable for my exploration and solution design INTERVIEW WITH TEAM MEMBERS – MORTGAGE BUSINESS SERVICE The first interview Officer: Mrs Phung - 35 years old – 16 Dec 2019 Officer: Mrs Thu – 32 years old – 17 Dec 2019 Officer: Ms Kim – 27 years old – 18 Dec 2019 Officer: Ms Ngoc – 27 years old – 19 Dec 2019 Assistant: Ms Bao – 27 years old – 20 Dec 2019 Q&A Coding (full Q&A) (Key answer) Interviewer (I): What you think about your - High volume 2019 in mortgage team? - New joiner Mrs Phung: Nothing special Before July, I suffered with - Develop high volume But when volume is down, I can handle to complete well I can manage to leave in time and practice yoga and take care for my family I think this year is good personally Category - Overall team performance Ineffective task allocation of Mortgage Business Service team at Bank H 127 Mrs Thu: I am new from Aug I am now trying to get familiar with all my tasks I need more time to reach full capability, but overall, I can adapt and the assignment I have years working in HSBC, but working in new team is a challenge and I want to win Ms Kim: Great I think I develop much this year I can all tasks of team now When we have many applications, I can maximize my ability to focus more and them faster Ms Ngoc: I think I have many achievements this year I can now expertise in all the tasks in team My knowledge and skills are up I joined some projects and found they are very interesting because I can learn many things new Ms Bao: 2019 is a memorable year for me I work for mortgage since April, before I worked in credit card onboarding When I am in mortgage, I know many new knowledges about home loan, this process is more difficult than my tasks before I am confident I can accomplish task capture, understand about home loan and ready for learning new tasks I: Which tasks you take responsibility for? Mrs Phung: I am working for disbursement and approval tasks Mrs Thu: I handle documents preparation, pay off Ms Kim: I verify documents for disbursement, bank confirmations, and hard copy filing for disbursement I back up for capturing Ms Ngoc: I documents issuance, bank confirmations, daily reports I am back up for Kim and HSBCnet of Bao - Task charge in Ineffective task allocation of Mortgage Business Service team at Bank H 128 Ms Bao: I am capturing, transferring fund by HSBCnet, hard copy consolidation, pay off I: Along with achievement, you have any - Work hard - Difficult - New joiner working difficulty? Mrs Phung: I think the most difficult thing is I have to - Longer time work is not only to complete my task, but back up for - Complicated manager So, I think I have to work harder, not less - Under pressure Mrs Thu: Because I am new, I have to learn a lot, read - Too tired procedures But everything is new and complicated, so I - Busy can perform my tasks now without help but I think I need - Stressful longer time Sometimes, I need to read my note, guidelines, asks other colleagues The processes are many and all are complicated I are under pressure to prepare the quality documents, if I input wrongly, I cannot imagine what happen Sale often push me to complete as soon as possible In first month, I feel too tired, now I adapt but I still feel it quite hard to complete my task quickly and correctly Ms Kim: I think I have no issue, I like to be busy, when I am busy, I feel more alive and useful Ms Ngoc: I think the most difficult thing is I have to work to complete my task, train to new members and cross training with other senior team members And backup for my manager All non-production things consume me a lot of time Someday I feel tired and stressful Especially, our teams have to listen to phone calls continuously, sometimes I am exhausted of explaining things again, again and again Ms Bao: So far so good I don’t have much difficulty I can work well with my team, all are very helpful and friendly, we support each other a lot I feel blessed when at Ineffective task allocation of Mortgage Business Service team at Bank H 129 working here When I am overloaded, my manager and colleagues are there to help We complete everything together and leave office together I: Do the difficulties have any impact to your - Stressful work? - Longer time Mrs Phung: I am stressful But I can handle, I work for - Work until or team several years so I think I can it well I focus fully after that during working hours and have to leave office in time It - Go home late is not easy to work in HSBC HSBC changes day by day, - Want to change I have to work and change to perform Mrs Thu: Yes I have to spend longer time to complete - Unsleeping symptom tasks and learn so I have to extend to work until or after - Depress that I have a baby so I am worried if I don’t improve Ms Kim: Busy can help me to unlock potential I want to - Cannot go home earlier develop day by day, if I have easy job, I cannot develop I - Do thing longer don’t care to go home late I am young and love my job than SUT So, I think nothing can stop me But if I have a chance, I - Mistake want to change something With the current arrangement, my tasks are not always completed as expected because when I have an urgent request, I am working on another task I have to stop there to the urgent thing, then when I continue the pending, I start from beginning Although I note down the process, but I still have to read the documents again to continue It takes me double of time to one thing I hope you can understand Ms Ngoc: Yeah, I am suffering from unsleeping symptom I cannot sleep deeply at night So next day, I am not energetic and have fresh mind I forget things … My doctor advised me to work less and relax more, exercises But I cannot leave office earlier to such things I am depressed indeed I talk with manager, she - Consequence of difficulties s Ineffective task allocation of Mortgage Business Service team at Bank H 130 always supports me to arrange my tasks and help me to perform as well, but I am still stuck in the tasks I think because I am not good enough, I often things longer than SUT Or because I don’t like drafting, printing, … so I it badly Ms Bao: No I feel very happy with my job now I think I am at my best But if I have to list out issue or difficulty, I think that I can complete my tasks as perfect as I can, because I am overloaded I am quite disappointed with the quality of my capture application, some of them are auto declined because I miss to input some fields If I work in the morning, I never have that mistakes But I capture in late afternoon, when I feel tired, my brain is messy, so I often make mistake if I work in the same tasks but late I: Do you have any ideas about the reasons? Mrs Phung: I think I have a lot of tasks I work all day, - Have a lot of tasks sometimes I forget to drink water and don’t go to the toilet - Task is very My nature of tasks is very rush, sales chase me seriously rush I think it is just due to high volume and the nature of tasks - High volume I check documents before disbursement, the quality of - Support documents is bad, I have to return to sale almost all and customers wait for them to return back, sometime, it is quite late after - Sale error and I have to work late to complete that I always support - Wait until customers, the error is because of sale, so I often agree to completion it within day If the auto booking is good, I can go home - Not good at job in time, but if the system is long responding or something - A lot of tasks wrong, I have to wait until completion, sometime until - Don’t know 8pm During that time, I wait but doing nothing because my other tasks are completed already what to first - High volume Mrs Thu: Because I am not good at my tasks perfectly - Advise sale to During the day, I have some free time to review the fix documents - Problems - Consequence s Ineffective task allocation of Mortgage Business Service team at Bank H 131 procedures, guideline and read policy to know about my - Tired physically tasks clearly I don’t have many requests, but I think many and mentally of them come quite late in the afternoon, I often try to - No energy on for practicing And task payoff is to settlement into working system, my approver often approve my deals after she’s done her task, so I need to wait for her as well Ms Kim: I have a lot assigned tasks I am capable of doing them well But sometimes some requests come to me at the same time, I don’t know what to first because both have hours SLA and customer is in urgent need The volume is very high I have to work in multi tasks I have to advise for sale to fix the documents and wait for their correction I have many ad hoc tasks Ms Ngoc: I don’t know I think I don’t fit with my current tasks I easily tired of document When I work with number, I feel happier and more active I can it better Ms Bao: I think because I am tired physically and mentally I have no energy to focus on working in long hours I have to face with that issue or days a week when new applications are more But I am relaxed other days In general, I think I can net off these days and still accept that nature of my job I: Are there any other possible problems? Mrs Phung: At the beginning of 2019, the volume is - The volume is double double then 2018, the current staff cannot serve People - Instable volume has limited time We have to work overtime to clear as - Cannot control many as possible within day When customers apply for volume daily home loan, they often rush for money to buy house, it is - When have very normal house So, we have to complete each stage more volume, quickly, otherwise, customers fail to make payment and have to stay late lead to financial loss At that time, we don’t have more - Problems Ineffective task allocation of Mortgage Business Service team at Bank H people to complete tasks according to SLA We are burned - Sale provides out because every of us has double of things to After insufficient that, the volume decreases every month Currently, the documents…ba volume is normal We can handle that But if the instable d hand writing volume happens like that in 2020, we will be tired again, - The extra step all of us scare of that Besides, we cannot control volume takes more time daily We have to complete all applications from RBWM, - Back up in Tuesday and Wednesday the volume of disbursement is - Higher volume less, in Friday, end of months, the volume is more When - Premier scan we have less requests, disbursement staff can come home late in the in time, but when we have more, we have to stay late to afternoon complete Mrs Thu: Sale often provides me insufficient documents or unclear picture of ID, land use right, marriage certificate, I have to zoom in 1000% to see the content Sometime, the handwriting in documents is bad, I input wrongly into the contract, when customer check again and find it is wrong, they return to me for correct I struggle a lot So, I decide to it right at first time by focus fully in preparing and ask sale carefully for the unclear information This extra step takes more time, but I can prepare high quality documents Ms Kim: I think I have to improve one thing My manager, my team head and all other managers talk about OT Now my OT is still high, I have a coaching with my manager monthly, weekly to find the ways to improve so that I can leave office on time We often talk about how to perform faster, how I can arrange my tasks more efficiently, but I think it does not work I still shut down my laptop late - Force to capture immediately 132 Ineffective task allocation of Mortgage Business Service team at Bank H 133 Ms Ngoc: A reason I leave office late is when I back up for Kim We have 20 days off a year, everyone often takes off day in some day with weekend to enjoy more off days But in these days, volume is higher so I myself have to complete more tasks for me and more tasks of back up As a result, I have to work overtime This reason I think is objective Ms Bao: I think Premier customer is more and more demanding, they want to complete everything much faster than SUT, in principal I can complete capture within hours, but they always want to capture right away when it comes to me So, I have to delay other customers to priority for Premier customers So other normal I fail normal customers SLA This is accepted by all parties But actually, when Premier applications scan late in the afternoon, they still force me to capture immediately, and then I have to complete it right away, so I come home late I: As you shared, regarding to the task - Cannot control arrangement, you have any ideas that cause you volume and to go home late? applications Mrs Phung: My team, we cannot control the volume and - Fixed task applications We receive applications passively A fixed arrangement but tasks arrangement, but the volume of each task is variant volume is I think we are impossible to avoid wait time in days with variant lower volume, and overtime in days with higher volume - Serve customer We don’t have clear daily volume Everyone often tries to better complete the new receives more and more regardless of - Accept to stay routing time Our team members are more customer late to complete centricity accordingly to the strategy of group to serve tasks customer better Therefore, everyone often accepts to stay - New - Causes Ineffective task allocation of Mortgage Business Service team at Bank H 134 late to complete their tasks rather than doing next day as - Do not know standard if sale urges them many tasks Mrs Thu: Because I am new and not know to many - Cannot help tasks So, I cannot support other senior members When - Coming at the they have high volume, but I have wait time, I cannot help same time Ms Kim: I think mostly because tasks are often coming at - Have most tasks the same time in the afternoon - Too nice Ms Ngoc: In the task allocation file, I think I have the - Uncomfortable most tasks Maybe because I am good at all of them so to say no when we arrange tasks, more tasks are assigned to me because I know how to it But I have a lot of things to When I work, many people call me to ask about everything in the bank Many requests, application come to me every day Ms Bao: I think my team is too nice We often extend our time to support for the request after cut off time If we reject all, we can go home in time But we often accept to support because we want to serve customer and be recognized Hmmm, I feel quite uncomfortable to say no so I try to perform I: Does your team try to resolve the problem of - Team meeting tasks allocation? monthly Mrs Phung: We have team meeting monthly My manager - Ask if we are always asks if we are good with current task Actually, I good think most of us are hesitant to say that not ok because we - Hesitant to say can lose point in our manager’s eye No one want to say - Don’t dare to that I cannot that task So, although we often swap tasks, it does not work when we don’t dare to refuse Mrs Thu: I know that we often recheck the task allocation refuse - Recheck task allocation file but nothing changes When someone warns us about - Nothing changes - Solution Ineffective task allocation of Mortgage Business Service team at Bank H 135 OT, I don’t really think about it because what I want is to - Discuss how complete my task with high quality process faster Ms Kim: My team often gathers to discuss how we can - Personal skill process faster It is more about skills so I think I can - Does not tell develop personally to process faster but when we face with how to arrange high volume, regardless of how I try to handle the request, task I cannot complete all of time with standard SUT Ms Ngoc: I think no Manager often reminds us to - Don’t have official solution arrange tasks and leaves office earlier but she doesn’t tell how to that Ms Bao: Everyone has a way to handle task and try to balance but we don’t have any official solution INTERVIEW WITH TEAM MEMBER MORTGAGE BUSINESS SERVICE The second interview – short focus group discussion via Zoom meeting: 06 Apr 2020 Q&A Coding (full Q&A) (Key answer) Interviewer (I): What you think about the - Create the same current performance objectives setting? objectives Mrs Phung: It is just a system where I can see my rating - I don’t use it Category - Performance rating - Everyday and manager’s comment I don’t think we use it properly - Cannot find any performance Every year, we create the same objectives Life has specific worksheet changed too much but objectives are same objectives there Mrs Thu: I don’t use it until the year of year when my line manager tells me to go there to acknowledge the rating Ms Kim: I know this performance objectives are mandatory objectives that I have to qualify during the year if I want to have a good performance But I cannot find any specific objective there The wording is quite unclear like improving customer experience with number of ideas .. .Ineffective task allocation of Mortgage Business Service team at Bank H UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business LE THI Y NHI INEFFECTIVE TASK. .. TASK ALLOCATION OF MORTGAGE BUSINESS SERVICE TEAM AT BANK H MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: DR DOAN ANH TUAN Ho Chi Minh City – Year 2020 Ineffective task allocation of Mortgage Business. .. to team members, the complexity of tasks and SUT Ineffective task allocation of Mortgage Business Service team at Bank H are considered to estimate the maximum capacity of each task Hence, high