Human resource development at headquarters of vietnam bank for agriculture and rural development hung yen branch

The thesis has suggested several aspects: Overview of research activities and theoretical foundations of human resources development. Human resources development situation at Agribank Headquarter Hung Yen Branch, Human resources development solutions at Agribank Headquarter Hung Yen Branch with 5 main solutions as belo, Human resources development planning and planning solutions, Solutions for recruiting human resources, The arrangement of human resources solutions, Solutions for training and professional training to improve the quality of human resources, Solutions to perfect mechanisms and policies to encourage the development of human resources

ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - NGUYỄN ĐỨC LONG HUMAN RESOURCE DEVELOPMENT AT HEADQUARTERS OF VIETNAM BANK FOR AGRICULTURE AND RURAL DEVELOPMENT- HUNG YEN BRANCH PHÁT TRIỂN NGUỒN NHÂN LỰC TẠI HỘI SỞ NGÂN HÀNG NÔNG NGHIỆP VÀ PHÁT TRIỂN NÔNG THÔN VIỆT NAM – CHI NHÁNH TỈNH HƯNG YÊN LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH HÀ NỘI - 2020 ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - NGUYỄN ĐỨC LONG HUMAN RESOURCE DEVELOPMENT AT HEADQUARTERS OF VIETNAM BANK FOR AGRICULTURE AND RURAL DEVELOPMENT- HUNG YEN BRANCH PHÁT TRIỂN NGUỒN NHÂN LỰC TẠI HỘI SỞ NGÂN HÀNG NÔNG NGHIỆP VÀ PHÁT TRIỂN NÔNG THÔN VIỆT NAM – CHI NHÁNH TỈNH HƯNG YÊN Chuyên ngành: Quản trị kinh doanh Mã số: 60 34 01 02 LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH NGƯỜI HƯỚNG DẪN KHOA HỌC: TS TRƯƠNG MINH ĐỨC HÀ NỘI - 2020 DECLARATION The author confirms that the research outcome in the thesis is the result of author‟s independent work during study and research period and it is not yet published in other‟s research and article The other‟s research result and documentation (extraction, table, figure, formula, and other document) used in the thesis are cited properly and the permission (if required) is given The author is responsible in front of the Thesis Assessment Committee, Hanoi School of Business and Management, and the laws for above-mentioned declaration Hanoi, 30th September 2020 AUTHOR i ACKNOWLEDGEMENT I would like to express my deep gratitude to Ph.D Truong Minh Duc, who wholeheartedly guided me during the research process of this topic I would like to express my sincere thanks to the teachers of Hanoi School of Business and Management, who have created favorable conditions for me throughout my studies until I can complete this thesis I also would like to express my sincere thanks to the Board of Director and all the cadres of Agribank Hung Yen Branch for their enthusiastic help, providing necessary information and documents, enabling me to complete this thesis Thank you so much Hanoi, 30th September 2020 AUTHOR ii CONTENT DECLARATION .i ACKNOWLEDGEMENT ii CONTENT iii REFERENCES v ABBREVIATION vi LIST OF FIGURES vii LIST OF TABLES vii INTRODUCTION CHAPTER OVERVIEW OF RESEARCH PERFORMANCE AND THEORETICAL BASIS OF HUMAN RESOURCE DEVELOPMENT 1.1 RESEARCH OVERVIEW 1.1.1 Research situation in Vietnam 1.1.2 Overseas research situation 1.2 THEORETICAL BASIS OF HUMAN RESOURCE DEVELOPMENT 1.2.1 Basic concepts 1.2.2 Criteria for evaluating human resource development of commercial banking industry11 1.2.3 Content of human resource development of commercial banking industry 17 1.2.4 Factors affecting the human resource development of commercial banking industry 26 1.3 RESEARCH DESIGN 29 CHAPTER THE CURRENT SITUATION OF HUMAN RESOURCE DEVELOPMENT AT HEADQUARTERS OF AGRIBANK - HUNG YEN BRANCH 31 2.1 CHARACTERISTICS OF AGRIBANK – HUNG YEN BRANCH AFFECTING THE DEVELOPMENT OF HUMAN RESOURCES 31 2.1.1 Outline of Agribank 31 2.1.2 The formation and development process of Agribank - Hung Yen Branch 34 2.1.3 Operations and business results of the Agribank Hung Yen Branch‟s Headquarters in the period of 2017-2019 37 2.2 SITUATION OF HUMAN RESOURCE DEVELOPMENT AT HEADQUARTERS OF AGRIBANK HUNG YEN BRANCH 42 2.2.1 The Development status of the scale and structure of human resources at Headquarters of Agribank Hung Yen Branch 42 2.2.2 Development status of human resource quality at Headquarters of Agribank Hung Yen Branch 45 iii 2.2.3 Analysis of factors affecting human resource development at Headquarters of Agribank - Hung Yen Branch 59 CHAPTER HUMAN RESOURCE DEVELOPMENT HEADQUARTERS OF AGRIBANK - HUNG YEN BRANCH SOLUTIONS AT 65 3.1 VIEWPOINTS AND ORIENTATIONS OF HUMAN RESOURCE DEVELOPMENT65 3.1.1 Human resource development orientations of Agribank 65 3.1.2 Viewpoints and orientation for Human resource development at Headquarters of Agribank Hung Yen Branch 66 3.2 HUMAN RESOURCE DEVELOPMENT SOLUTIONS AT HEADQUARTERS OF AGRIBANK - HUNG YEN BRANCH 67 3.2.1 Human resource development planning and planning solutions 67 3.2.2 Solutions for recruiting human resources 68 3.2.3 The arrangement of human resources solutions 70 3.2.4 Solutions for training and professional training to improve the quality of human resources 70 3.2.5 Solutions to perfect mechanisms and policies to encourage the development of human resources 73 3.2.6 Other solutions 74 3.3 RECOMMENDATION 74 3.3.1 For the National Assembly, the Government 75 3.3.2 For the State Bank 75 3.3.3 For relevant human resource training institutions 76 3.3.4 For Agribank 76 CONCLUSION 77 APPENDIX NO.01 78 iv REFERENCES  Journal/periodical articles To Ngoc Hung (2010), Current situation and solutions to develop high quality resources for Vietnam's banking sector in the period 2010 - 2020, Journal of Financial and Monetary Market No 22/2010 Dang Hoang Linh, Nguyen Duc Tuan (2018), Human resources in banking operations and some recommendations, Banking Journal No 23/2018  Books Tran Xuan Cau (2012), Textbook of human resources economics, Publishing House of National Economics University; Tran Kim Dung (2018), Human Resource Management, Finance Publishing House Nguyen Tiep (2005), Textbook of Human Resources, Labor and Social Publishing House Richard A Swason, Elwood F Holton III (2001), Foundation of Human resource development, Berrett-Koehler Publishers, Inc., San Francisco Neal E Chalofsky, Tonette S Rocco, Michael Lane Morris (2014), Handbook of Human resource development, John Wiley & Sons Publishers, Inc., Hoboken, New Jersey  Papers National Assembly 12 (2010), Law on Credit Institutions Bank Governance Leadership Network EY (2018), The future of talent in banking: workforce evolution in digital era Agribank Hung Yen Branch (2017-2019), Report on the Branch's operations  Dissertations Alexander Ardichvili, Alexander Gasparishvili (2001), Human resource development in an industry in transition: the case of Russian banking sector  Websites https://www.sbv.gov.vn https://www.Agribank.com.vn https://toplist.vn/top-list/nganh-nghe-hot-nhat-hien-nay-o-viet-nam-3148.htm v ABBREVIATION Acronyms Original meaning Agribank Vietnam Bank for Agriculture and Rural Development VAMC Vietnam Asset Management Company Vietcombank Joint Stock Commercial Bank for Foreign Trade of Vietnam BIDV Bank for Investment and Development of Vietnam MB Military Commercial Joint Stock Bank GDP Gross Domestic Product vi LIST OF FIGURES Figure 2.1 Organizational structure of Agribank - Hung Yen Branch…………………… 36 Figure 2.2 Time from when recruited into Agribank until being sent to attend new staff training classes 55 Figure 2.3 The time from when recruited into Agribank until the time to attend manual class of IPCAS 56 Figure 2.4 Areas of knowledge and skills of that officers at Headquarters of Agribank Hung Yen are interested in 57 Figure 2.5 Desired form of staff training Headquarters of Agribank Hung Yen Branch 57 Figure 2.6 Learning purpose of staff at Agribank Hung Yen‟s Headquarters 58 Figure 2.7 The importance of training as assessed by leaders at Agribank Hung Yen‟s Headquarters 60 vii LIST OF TABLES Table 1.1 Evaluation criteria of knowledge of commercial banking human resources 15 Table 1.2 Criteria for evaluating the skills of commercial banking human resources 15 Table 1.3 Evaluation criteria of the working attitude of employees in commercial banks 16 Table 2.1 Operation scale of Hung Yen province in the period of 2017-2019 37 Table 2.2 Capital resources of Headquarters of Agribank Hung Yen Branch for the period of 2017-2019 38 Table 2.3 Outstanding debt of the Headquarters of Agribank Hung Yen Branch in the period of 2017-2019 38 Table 2.4 Service revenue at Headquarters of Agribank Hung Yen Branch for the period 2017-2019 39 Table 2.5 Financial results of Agribank Hung Yen‟s Headquarters for the period of 20172019 41 Table 2.6 The human resources scale at Agribank Hung Yen‟s Headquarters in the period of 2017-2019 42 Table 2.7 Human resource structure by departments at the Headquarters of Agribank Hung Yen in the period of 2017-2019 43 Table 2.8 Structure of human resources by age at Agribank Hung Yen's Headquarters in the period 2017-2019 44 Table 2.9 Human resource structure by qualifications at Agribank Hung Yen's Headquarters in the period of 2017-2019 45 Table 2.10 Evaluate employees' knowledge at Agribank Hung Yen‟s Headquarters 47 Table 2.11 Evaluate the skills of employees at Agribank Hung Yen Branch „s Headquarters 48 Table 2.12 Assessment of employee's sense, attitude and responsibility towards work at Headquarters of Agribank Hung Yen Branch 50 Table 2.13 The table evaluates the quality of human resource development activities at Headquarters of Agribank Hung Yen Branch 52 Table 2.14 Statistics of training and retraining programs for the period 2017-2019 54 viii themselves to become resources for planning and appointment Therefore, rewarding activities at the Branch should have innovations both in content and form In terms of content, surprise bonuses and initiative bonuses need to be more encouraging for any new proposals to be commended, and effective proposals should receive immediate rewards from the organization A reasonable, strong enough reward level will mean good motivation In addition, it is necessary to associate the commendation with many benefits according to it, such as if being awarded at a high level will be recognized in the appointment, sent to the professional skills and leadership training course to self- develop Besides, the team motivation should also be paid more attention, common rewards will increase solidarity and teamwork spirit In terms of form, the rewarding activities should be done in association with specific titles, honored at the organization meetings with the participation of all staff members in the Branch to increase mobilization, at the same time, spread emulation examples to all staff members, creating an exciting emulation atmosphere, improving working spirit at the Branch 3.2.6 Other solutions In addition to the above solutions, the Branch should develop more diversified and attractive welfare regimes that should be institutionalized into transparent regulations, continuing to promote the role of Trade Unions and Youth Unions in grasping and answering thoughts and aspirations of employees; take care of the employees' life so that they can be assured of their work and dedication at work Welfare regimes in accordance with the law should be fully implemented, including Social Insurance, Health Insurance, Unemployment Insurance and Trade Union Funds General events should be regularly paid attention to convey the orientation of the Management Board to all employees as well as enhance the spirit of solidarity and attachment of employees to the work and common business activities of the Branch 3.3 RECOMMENDATION Each activity is influenced by different factors Therefore, the Human resource development solutions I mentioned above can only promote good results when applied in favorable environmental conditions That environment must be relatively stable both legally and politically Therefore, I would like to have some recommendations to the National Assembly, the Government, the State Bank, the relevant human resources training institutions and Agribank as follows: 74 3.3.1 For the National Assembly, the Government - Maintaining stability in terms of security and political stability, thereby creating conditions for all business activities, including banking business to develop healthily - Create stability of the macroeconomic environment such as: controlling inflation, maintaining inflation at a reasonable level, ensuring investment stimulation, economic development, and stabilizing the value of the domestic currency - Building a legal environment to ensure consistency and stability In the current integration context, it is necessary to perfect the legal environment with laws in accordance with world principles and standards; There must be a consensus among laws and regulations of the banking industry for a clear and transparent banking operation - Reform foreign economic policies, continue to implement open-door policies and economic cooperation with foreign countries; Improve the domestic investment environment, reform export policies to serve economic development - Issue policies to promote further development of the labor market Continue to improve predictability (especially forecasts in the medium and long-term), contributing to building a highly effective national Human resource development strategy In particular, the needs and orientations for human resource training of the finance - banking industry should be clearly planned, from there to allocate key investment resources to develop quality finance - banking human resources training institutions 3.3.2 For the State Bank - Improve capacity in operating monetary policy Implement flexible monetary policy by setting an interest rate policy in accordance with the law of supply and demand in the market; using proactive and flexible exchange rate management tools - Effectively coordinating the process of restructuring the system of commercial banks, ensuring the calculations of human resources in the sector to promptly advise the Government in the process of making macro policies - Promote the active sources of developing specialized scientific research (including human resources); learning, transferring experiences as well as calling for support from the international community - Establish dialogue forums, coordination mechanisms to create conditions for commercial banks and training institutions to find common voices in Human resource development 75 3.3.3 For relevant human resource training institutions - Universities and institutes of finance - banking should make effort to improve the quality of training, directing students to increasingly close to the actual requirements of work at the bank - Centers for training and professional training of financial and banking knowledge need to research and develop short-term courses, update the content of knowledge and specialized law Strengthen the exchange of scientific research results, professional models - solutions with domestic and foreign training centers, with the commercial banking system to increase practical applicability in scientific research 3.3.4 For Agribank Agribank, as the managing organization of Agribank - Hung Yen Branch, should continue to maintain supportive policies for the Branch to have the best conditions in the process of planning and implementing Human resource development In addition, Agribank needs to encourage the positive and active participation of Branches in participating in the process of planning and finalizing policies in general and policies for Human resource development in particular The proposals and comments of the Branch should be regularly surveyed to capture the local situation The diversity of opinions from branches in the policy implementation process will be the basis for Agribank to flexibly update and adjust policies in time with actual business activities, thereby improving the business activities efficiency of the whole system 76 CONCLUSION Like in most fields or any other walks of life, human resources are the driving force, the target for the development and the competitive advantage of every commercial bank Human resource development is not a temporal activity but requires orientation and long-term strategy development associated with a specific implementation plan The Headquarter of Agribank Hung Yen Branch has paid early attention to the development of human resources, but still needs new solutions to continue to maintain and further develop human resources at the Branch, especially in the period 2020-2025 when the Branch is in the transition of generations, thereby improving operational efficiency, consolidating and promoting the Agribank brand corresponding to its position in Hung Yen province The thesis has suggested several aspects: Overview of research activities and theoretical foundations of Human resource development Human resource development situation at Agribank Headquarter - Hung Yen Branch Human resource development solutions at Agribank Headquarter - Hung Yen Branch This thesis hopes to contribute a small proportion to the work of Human resource development at the Agribank Headquarter Hung Yen Branch However, due to the limited time, the research scope is limited to the amount of information the dissertation author can collect, the thesis cannot avoid shortcomings, we look forward to receiving the teachers' advice so that the writing can be more complete 77 APPENDIX NO.01 QUESTIONNAIRE ON HUMAN RESOURCES OF AGRIBANK HUNG YEN PROVINCIAL BRANCH’S HEADQUARTERS SURVEY QUESTIONNAIRE In order to serve the proposal of developing human resources, as well as improve the service quality at the Headquarters of Agribank Hung Yen Branch, we hope that you will make contributions by selecting the most appropriate options Question 1: The current relationship of you and Agribank branch of Hung Yen province A Customers B Leaders at department level or higher C Staff Question 2: Assuming general knowledge about economics is ranked from low to high on a 5-step scale from to 5, could you rate this knowledge of employees of Agribank Hung Yen’s Headquarters at A B C D E Question 3: Assuming that professional knowledge is ranked from low to high on a 5-step scale from to 5, could you rate this knowledge of employees of Agribank Hung Yen’s Headquarters at A B C D E Question 4: Assuming that knowledge of law is ranked from low to high on a 5-step scale from to 5, could you rate this knowledge of employees of Agribank Hung Yen’s Headquarters at A B C 78 D E Question 5: Assuming that knowledge of foreign languages is ranked from low to high on a 5-step scale from to 5, could you rate this knowledge of employees of Agribank Hung Yen’s Headquarters at A B C D E Question 6: Assuming that the knowledge of information technology is ranked from low to high on a 5-step scale from to 5, could you rate this knowledge of the staffs of Agribank Hung Yen’s Headquarters at A B C D E Question 7: Assuming that communication skills are ranked from low to high on a 5-step scale from to 5, could you rate this skill of staffs of Agribank Hung Yen’s Headquarters at A B C D E Question 8: Assuming that sales skills are ranked from low to high on a 5-step scale from to 5, could you rate this skill of employees of Agribank Hung Yen’s Headquarters at A B C D 79 E Question 9: Assuming that customer care skills are ranked from low to high on a 5-step scale from to 5, could you rate this skill of employees of Agribank Hung Yen’s Headquarters at A B C D E Question 10: Assuming teamwork skills are ranked from low to high on a 5step scale from to 5, could you rate this skill of employees of the Agribank Hung Yen’s Headquarters at A B C D E Question 11: Assuming that time management skills are ranked from low to high on a 5-step scale from to 5, could you rate this skill of employees of Agribank Hung Yen’s Headquarters at A B C D E Question 12: Assuming that the skills of handling situations are ranked from low to high on a 5-step scale from to 5, could you rate this skill of employees of Agribank Hung Yen’s Headquarters at A B C D E 80 Question 13: Assuming that the compliance is ranked from low to high on a 5step scale from to 5, could you evaluate this criterion of employees of Agribank Hung Yen’s Headquarters at A B C D E Question 14: Assuming the initiative is ranked from low to high on a 5-step scale from to 5, could you evaluate this criterion of employees of Agribank Hung Yen ‘s Headquarters at A B C D E Question 15: Assuming that honesty is ranked from low to high on a 5-step scale from to 5, could you evaluate this criterion of employees of Agribank Hung Yen’s Headquarters at A B C D E Question 16: Assuming that the spirit of cooperation in work is ranked from low to high on a 5-step scale from to 5, could you rate this criterion of employees of Agribank Hung Yen’s Headquarters at A B C D E 81 Question 17: Assuming that enthusiasm is ranked from low to high on a 5-step scale from to 5, could you rate this criterion of employees of Agribank Hung Yen’s Headquarters at A B C D E If you are customer of Agribank Hung Yen branch, your survey has been completed, we would like to thank you for your assessment, if you work at the bank, please continue with the next survey items below Question 18: Assuming that the planning and planning of human resource development are ranked from low to high on a 5-step scale from to 5, could you rate this work at Agribank Hung Yen’s Headquarters at A B C D E Question 19: Assuming that the recruitment of human resources is ranked from low to high on a 5-step scale from to 5, could you rate this work at the Agribank Hung Yen’s Headquarters at A B C D E Question 20: Assuming that the training and retraining of human resources is ranked from low to high on a 5-step scale from to 5, could you rate this work at Agribank Hung Yen’s Headquarters at A B C D 82 E Question 21: Assuming that policies to encourage human resource development are ranked from low to high on a 5-step scale from to 5, could you rate this work at Agribank Hung Yen’s Headquarters at A B C D E Question 22: Assuming the importance of training is ranked from low to high on a 5-step scale from to 5, could you assessed the importance of training with Agribank Hung Yen’s Headquarters at A B C D E If you are leader at the department level or higher, your survey has been completed, we would like to thank you for your valuable comments, if you are staff, please continue with the next survey below Question 23: Assuming general knowledge of economics is ranked from low to high on a 5-step scale from to 5, could you rate this knowledge of yourself as A B C D E Question 24: Assuming that professional knowledge is ranked from low to high on a 5-step scale from to 5, could you rate this knowledge of yourself as A B C D 83 E Question 25: Assuming that knowledge of law is ranked from low to high on a 5-step scale from to 5, could you rate this knowledge of yourself as A B C D E Question 26: Assuming that your knowledge of foreign languages is ranked from low to high on a 5-step scale from to 5, could you rate this knowledge of yourself as A B C D E Question 27: Assuming that your knowledge of information technology is ranked from low to high on a 5-step scale from to 5, could you rate this knowledge of yourself s A B C D E Question 28: Assuming that communication skills are ranked from low to high on a 5-step scale from to 5, could you rate this skill of yourself as A B C D E 84 Question 29: Assuming that sales skills are ranked from low to high on a 5step scale from to 5, could you rate this skill of yourself at A B C D E Question 30: Assuming that customer care skills are ranked from low to high on a 5-step scale from to 5, could you rate this skill of yourself as A B C D E Question 31: Assuming teamwork skills are ranked from low to high on a 5step scale from to 5, could you rate this skill of yourself at A B C D E Question 32: Assuming that time management skills are ranked from low to high on a 5-step scale from to 5, could you rate this skill of yourself as A B C D E Question 33: Assuming that your skills in handling situations are ranked from low to high on a 5-step scale from to 5, you will rate this skill as A B 85 C D E Question 34: Assuming that the compliance is ranked from low to high on a 5step scale from to 5, could you evaluate this criterion of yourself as A B C D E Question 35: Assuming that the initiative is ranked from low to high on a 5step scale from to 5, could you evaluate this criterion of yourself as A B C D E Question 36: Assuming that honesty is ranked from low to high on a 5-step scale from to 5, could you rate this criterion of yourself as A B C D E Question 37: Assuming that the spirit of cooperation in work is ranked from low to high on a 5-step scale from to 5, could you evaluate this criterion of yourself as A B C D E 86 Question 38: The time since being recruited into Agribank to the time being sent to study, your new centralized staff is A 0-1 years B 1-3 years C After years Question 39: The time since being recruited into Agribank to learn how to use IPCAS of you is A 0-1 years B 1-3 years C After years Question 40: In the coming time, you aspire to be trained? A Yes B No Question 41: Your learning purpose is (multiple options can be selected) A Do a better at your current job B Increase or change jobs in the Company later C Other reasons (please specify): ………… Question 42: What knowledge and skills you want to add in the following fields (multiple options can be selected) A Professional expertise B Management skills C Foreign languages D Informatics E Law F Others (please specify): ………… Question 43: Which form of training you want to choose (multiple options can be selected) A Long-term training (1 year or more) B Short-term training for less than months C Short-term training for to months D Counseling and guidance E Grant of self-study materials 87 F Others (please specify): ……………………… Question 44: What are your recommendations to improve the training and human resource development at Agribank Hung Yen’s Headquarters? ………………………………………………………………………………………… ……………………………………………………………………………………………… ……………………………………………………………………………… …………… The information has been fully updated Thank you for taking the time to participate in the survey, the valuable information you share will be the basis for us to have suggestions for developing human resources, as well as improving the service quality at Agribank Hung Yen’s Headquarters We wish you and your family a lot of good health, good luck and happiness! 88 ... CURRENT SITUATION OF HUMAN RESOURCE DEVELOPMENT AT HEADQUARTERS OF AGRIBANK - HUNG YEN BRANCH 31 2.1 CHARACTERISTICS OF AGRIBANK – HUNG YEN BRANCH AFFECTING THE DEVELOPMENT OF HUMAN RESOURCES ... structure of human resources at Headquarters of Agribank Hung Yen Branch 42 2.2.2 Development status of human resource quality at Headquarters of Agribank Hung Yen Branch ... Analysis of factors affecting human resource development at Headquarters of Agribank - Hung Yen Branch 59 CHAPTER HUMAN RESOURCE DEVELOPMENT HEADQUARTERS OF AGRIBANK - HUNG YEN BRANCH