According to the General Statistics Office of Vietnam, in 2018, the population of Vietnam was approximately 94 millions people, in which the labour force from 15 years old occupied about 55.16 million people. Human resource is the factor determining the success and progress of each nation, in which the process of human resource development is the major scale to evaluate the level of progress of the society, the equality and the substantial development. In the socioeconomic development strategy for the period 20112020, Vietnam always emphasizes the development of human resource, identify that this is the breakthrough stage for the process of the transforming the socioeconomic model of the country; it is also the foundation for the substantial development and it will enhance the comparative advantage during the process of integration. Although Vietnam is experiencing the process when the labour supply is abundant and stable, with the integration trend, Vietnam is facing new challenges. Along with the trend of integration and modernization of the economy, the Vietnamese human resource participating in scientific research, technological development and creation reformation has the tendency of increasing. However, with the new requirements and practice, the human resource of Vietnam currently still has many shortcomings. According to the Global Competitiveness Report 2010, Vietnam had the rank of 84127 regarding the skills of the graduates and 79134 regarding the creativity reformation ability, the output results of researches is still far behind in comparison with Thailand and Malaysia. Situations in which the employees do the works not in compliance with the trained major, profession and skill. The statistics showed that 81.1% of the
ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - LÊ THU HOÀI DEVELOPING THE HUMAN RESOURCE AT JOINT STOCK COMMERCIAL BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAM -TRANSACTION CENTER BRANCH PHÁT TRIỂN NGUỒN NHÂN LỰC TẠI NGÂN HÀNG THƯƠNG MẠI CỔ PHẦN ĐẦU TƯ VÀ PHÁT TRIỂN VIỆT NAM – CHI NHÁNH SỞ GIAO DỊCH LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH HÀ NỘI - 2021 ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - LÊ THU HOÀI DEVELOPING THE HUMAN RESOURCE AT JOINT STOCK COMMERCIAL BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAM -TRANSACTION CENTER BRANCH PHÁT TRIỂN NGUỒN NHÂN LỰC TẠI NGÂN HÀNG THƯƠNG MẠI CỔ PHẦN ĐẦU TƯ VÀ PHÁT TRIỂN VIỆT NAM – CHI NHÁNH SỞ GIAO DỊCH Chuyên ngành: Quản trị kinh doanh Mã số: 8340101.01 LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH NGƯỜI HƯỚNG DẪN KHOA HỌC: PGS.TS NGUYỄN NGỌC THẮNG HÀ NỘI - 2021 DECLARATION The author confirms that this thesis is the result of the author’s independent work The data and results presented in this thesis are not copied; the cited data, materials used in the thesis are collected in practice and published in the reports of BIDV and the authorities The content of the thesis is truthful Simultaneously, the author confirms that the solutions, petitions is the personal work of the author withdrawn from the research process and has not been published in any other’s research ACKNOWLEDGEMENT In order to complete this master thesis, I would like to express my sincere gratitude towards Associate Professor, Doctor Nguyen Ngoc Thang, for guiding and directly instructing me to perform and complete this thesis I would like to thank the Dean of Hanoi School of Business and Management and the entire lecturers and officers of the School for assisting and creating favourable conditions during the process I studied at School Next, I would like to send my gratitude to the Management Board, the officers and the employees who are working at Joint Stock Commercial Bank for Investment and Development of Vietnam, Transaction Center Branch for supporting with the information, data and materials during the process of implementing this thesis Despite of great effort; due to the limited timing, research methodology and experience, it is unavoidable for the thesis to contain errors, I wish to receive the comments, contributions from you and the co-workers to apply the research results into the practice of work in the banking field Sincerely thank you! TABLE OF CONTENT LIST OF ABBREVIATION i LIST OF TABLE ii LIST OF DRAWINGS AND DIAGRAMS iii INTRODUCTION CHAPTER LITERATURE REVIEW ON HUMAN RESOURCE AND HUMAN RESOURCE DEVELOPMENT 11 1.1 Several basic concepts: 11 1.1.1 Human resource 11 1.1.2 Human resource development 13 1.1.3 Roles of human resource in commercial bank 15 1.1.4 Tasks and objectives of human resource development 16 1.2 Human resource development procedure 18 1.2.1 Identify the scale and number of human resource 19 1.2.2 Establish the human resource structure to met the objectives, tasks of the organization 20 1.2.3 Raise the professional knowledge, specialization and skills of the human resource of the organization 21 1.2.4 Raise the awareness of the human resource 24 1.2.5 Raise the motivation the human resource 24 CHAPTER SITUATION OF HUMAN RESOURCE DEVELOPMENT AT JOINT STOCK COMMERCIAL BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAM – TRANSACTION CENTER BRANCH DURING 2017-2020 27 2.1 Introduction on the Joint Stock Commercial Bank for Investment and Development of Vietnam – Transaction Center Branch 27 2.1.1 Information about the Joint Stock Commercial Bank for Investment and Development of Vietnam – Transaction Center Branch 27 2.2 Current situation of the human resource development at the Joint Stock Commercial Bank for Investment and Development of Vietnam – Transaction Center Branch 32 2.2.1 Identify the scope and number of the human resource 32 2.2.2 Human resource structure equivalent to the objectives and missions of the organization 34 2.2.3 Level of specialization, profession and skill of the human resource of the organization 35 2.2.4 Cognition level of the human resource 39 2.2.5 Motivations for the human resource 41 2.3 Evaluation of the human resource development at Joint Stock Commercial Bank for Investment and Development of Vietnam Transaction Center Branch 44 2.3.1 Achieved results 44 2.3.2 Remaining limitations 45 2.3.3 Reasons for the limitations 46 CHAPTER SOLUTIONS TO COMPLETE THE HUMAN RESOURCE DEVELOPMENT AT JOINT STOCK COMMERCIAL BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAM TRANSACTION CENTER BRANCH DURING 2020-2025 48 3.1 Foundation to complete the human resource development at Joint Stock Commercial Bank for Investment and Development of Vietnam Transaction Center Branch 48 3.1.1 Direction and objectives of Joint Stock Commercial Bank for Investment and Development of Vietnam Transaction Center Branch in particular and BIDV in general 48 3.1.2 Business operation field 49 3.2 Proposal for the solutions to complete the human resource development at Joint Stock Commercial Bank for Investment and Development of Vietnam Transaction Center Branch 52 3.2.1 Solutions to complete the identification of the scale and number of the human resource 52 3.2.2 Solution to complete the human resource structure to be equivalent to the objective of BIDV center 55 3.2.3 Solutions to raise the profession and skill level of the human resource 56 3.2.4 Raising the awareness level of human resources 58 3.2.5 Raise the motivation to promote the human resource 59 3.3 Petitions 62 3.3.1 Changes in recruitment demand 62 3.3.2 Increase personnel in technology 63 3.3.3 Adapt and prepare for the future 65 CONCLUSION 67 REFERENCES 69 APPENDICE 72 APPENDIX SURVEY QUESTIONNAIRE 72 LIST OF ABBREVIATION Abbreviation Full term DN Doanh nghiệp (Enterprise) NXB Nhà xuất (Publisher) TMCP Thương mại cổ phần (Joint Stock Commercial) NNL Nguồn nhân lực (Human Resource) BIDV Ngân hàng Thương mại Cổ phần Đầu tư Phát triển Việt Nam (Joint Stock Commercial Bank for Investment and Development of Vietnam) CBCNV Cán công nhân viên (Personnel) BIDV Center Joint Stock Commercial Bank for Investment and Development of Vietnam, Transaction Center Branch i LIST OF TABLE Table 2.1 Number of officers through the years of BIDV Center 32 Table 2.2 Detailed human resource structure according to the function of BIDV center in 2019 34 Table 2.3 HR structure based on the professional level 35 Table 2.4 Conclusion of the training result of Joint Stock Commercial Bank 36 Table 2.6: Human resource training content at BIDV Center 37 Table 2.7 Conduct and manner of the employees 40 Table 2.8 Spiritual activities 44 ii LIST OF DRAWINGS AND DIAGRAMS Drawing 2.1 Operation model of BIDV Centre 31 iii - Object: The leaders of the departments of the branch/ transaction offices with the characteristics of communicating with customers a lot - Standard: The objects will be supplied with private car, fuel expenses and money to hire the driver monthly The officers provided with private car if they work efficiently (according to the evaluation above) in consecutive years, will be allow to own such car 3, Complete the promotion system Currently, through the reports on the labour market, the labour source for banking and branches has not satisfy timely, the banks continuously have the policies to recruit the good employees from each other If the branch does not have the promotion policy timely, it will cause a part of the employees to find the jobs in other banks with the higher position and better salary Therefore, the branch does not only lose several good employees but also lose the business expertise that they bring along when they leave the bank In order to establish the promotion system, mobilize the good employees, the branch should carry out the following steps: - Establish the standard for professional title: establish the standard system for the professional title in the branch in the direction of in place planning and external expansion Encourage officers in the unit to strive to develop their profession in the future However, expand to the outside to attract good officers, to tackle the limitation of the branch during the recent time by the planning and appointment from the internal source of the bank Besides, the branch should establish the combination of the criteria of the devotion process, excellent result in business, professional ethnic for consideration when planning and promotion 61 - Establish the dossier for transmitting the employees: to know and evaluate accurately the capability of the officers who are about to be promoted, the Administration organization need to set up the management software for each transmitted officers, through each stage, each working position, the management result so that they can advise to propose the officers to the higher position of the branch or to the headquarter, to ensure the planning quality At the same time, this will help the promoted officers to start the management immediately without being at fault 3.3 Petitions Finance and banking are currently one of the highly evaluated fields in terms of information technology application and are affected by the industry 4.0 wave The Vietnamese banking industry has made many changes in its organizational structure, operating modes, risk management, and service provision to adapt to the digital age Human resource development is no exception Human capital has always been the key factor determining the success or failure of the business How to change to catch up with the consequences of the Industrial Revolution 4.0 is a problem not only for banks, but also for training institutions, regulators and workers themselves Therefore, the author gives some recommendations related to human resource development of BIDV Center 3.3.1 Changes in recruitment demand Technological advances have been and will be continuously improved and transformed In order to develop new ways, human resource development policies or new training models in the digital revolution, relevant agencies need to first catch the key changes and trends in recruitment demand human resources of the bank The application of technology achievements has begun to have significant impacts on a wide range of banking operations, such as payments, 62 data analysis, and customer interaction With the strong development of digital banking, traditional banking operations will gradually be replaced, starting with the narrowing of transaction offices and branches, leading to the decline of some positions such as tellers, retailers, operator staff, Applying technology helps the bank to simplify processes, procedures and documents Using the traditional paperwork in the past could take weeks, with modern applications requiring days, even hours It is estimated that, within the next few years, machines can perform approximately 30% of the workload currently available at banks (Earn & Young, 2018) Further, when artificial intelligence is widely used, machines can easily observe and learn from humans, thereby perfecting all skills in just a short time Therefore, the reduction of human resources in the banking sector is inevitable 3.3.2 Increase personnel in technology One of the most obvious impacts of the Industry 4.0 is the trend of digital banking Developing digital banking is no longer an option, but an inevitable requirement, forcing banks to promote the application of information technology in financial transactions and transactions The need for staff to implement this process is expected to be very significant For the past five consecutive years, software development, information technology engineers and technology project managers have been recruited by Vietnamese banks to serve the transformation (Navigos Search, 2017) However, building a team to take on this responsibility is not easy, because this is a highly specific industry, requiring personnel to have a basic understanding of banking, process, regulations, risk management, However, training and practical work cannot keep up with the rapid developing speed of technology, causing a scarcity of quality personnel in the market Furthermore, these specific technical positions require candidates to have knowledge and experience in new technologies, such as machine learning, artificial intelligence, 63 blockchain, etc.- which are untrained widely in Vietnam Therefore, employers also have less choice, they are forced to look for foreigners or Vietnamese with experience studying and working abroad for key technical positions Facing new changes in the financial and banking sectors, banks are not only racing with each other to attract and retain talents, but also have to compete with financial technology companies (fintech) Currently, promotion opportunities in the banking industry are quite modest, as there are not many changes with the positions of management and the vacant positions are frequently recruited In addition, compared to technology companies, the banking environment has long been considered more rigid and restrictive, creating less creative space and operating for high-quality technology personnel Despite possessing a huge amount of customer information and data, banks are sometimes less attractive in the eyes of candidates, as breakthroughs and innovations in technology are often seen as supporting businesses finance, while good personnel prefer environments with lots of "acting ground" and decision-making power If in the past, bank employees often only needed to master one profession and follow a certain promotion path, now it is necessary to be more versatile Instead of "quantity", the bank focuses more on "quality" In order to meet the transformation to a modern technology model as well as upgrade investment in technology infrastructure, human resources of the financial and banking industry, in addition to professional knowledge and ability to analyze data, also have to master skills in operating digital technology Besides, when banks adopt a flexible operating model instead of a rigid departmental structure as before, employees will need to know how to quickly adapt to the rotation between teams, “seasonal groups” created to keep up with new trends and ways of operating the banking sector 64 3.3.3 Adapt and prepare for the future Most banks in Vietnam have prepared and caught up with the 4.0 Technology Revolution In order not to inferior to other banks in the world, Vietnamese banks are clearly oriented towards converting to a modern technology model, operating on a digital platform The ultimate aim is to increase competitiveness, reduce costs, increase profits, and improve operational efficiency To this, nothing but focus on the quality of human resources In the coming time, the implementation of solutions to adapt to changes in the human market is essential to ensure the sustainable development, in association with the development trend of the banking industry in the digital age Facing the consequences of the Technology Revolution, the banking industry needs to soon make changes to develop, attract and retain talents With an existing staff, it is necessary to regularly train, foster and update professional knowledge and technology But it is not easy to decide which skills to foster, because it is difficult to predict how the future will work, which skills will be valuable in the future Therefore, the most important thing is training soft skills, thinking skills, creative thinking, breakthroughs, the ability to solve problems in situations beyond the scope of regulations and precedent This needs to be particularly focused on middle and senior management staff, as it is a key force in implementing the reform and adaptive change plan It is estimated that by 2025, 72% of the global workforce will be Ygeneration citizens, born between 1981 and 2000 (Earn & Young, 2015), often evauated to be higher in diversity and ability to master technology compared to previous generations This generation therefore has more job opportunities in the 4.0 era That is why they are seen as less "loyal" They are more agile, but are also challenging and want to be more empowered In order 65 to attract and retain this force, as well as a high-quality workforce, in addition to attractive remuneration, benefits, and bonuses, banks need to meet their career development expectations by building a reasonable promotion roadmap, increase self-determination, promote creativity and flexibility in corporate culture and organization Besides, the bank must also be stricter in recruitment The quality of human resources is not only about banking skills, digital technology operation skills, but also the compliance with the operational process of providing banking products and services in the IT environment To be more concerned with professional ethics issues is how banks protect themselves against risks when a large part of operations depends on information security and security BIDV Center should promote cooperation with training institutions to build enrollment quota in accordance with the needs of the organization It is even possible to order training of human resources, organize internships and practical experiences so that students can have certain experience and visualizations right from the time they are still sitting on the school chair, thereby helping students after graduation, can go to work immediately without professional retraining International training links also need to increase in quantity and quality to contribute to building high-quality human resources Although in some typical economies such as the US, UK, and Germany, the application of scientific advance has eliminated thousands of jobs in finance and banking (Earn & Young, 2018), in Vietnam In fact, the human resources market in this sector is still developing relatively dynamically, thanks to the growth plan of banks' sizes and the diversity of financial services The opportunity to enter the banking sector is still relatively wide open, but to stick around and advance in the next to 10 years, or even beyond, when the traditional banking model is completely changed, employees are forced to upgrade their skills, 66 diversify their skills, equip qualities that cannot be replaced by machines, as well as constantly update and capture new trends In addition to the ability to master technology, the bank will increasingly focus on global thinking, creative capacity, and flexible adaptability of candidates to change In addition to expertise, quality and soft skills will be an opportunity to increase competitive advantages, helping banking personnel become "attractive" in the labor market CONCLUSION HR plays a significant role with the development of an enterprise, a region or the civilization of a country, it has always been a focus and attention of the state, the employers and the employees; all the nations in the world consider the human resource matter to be their critical issue If there is rich resources but it is not wisely used by the educated people, such resources will be exhausted and even it will raise against human or without knowledge, the productivity output is less effective or even fails due to the not scientific use and management Currently, our economy is being implemented according to the market mechanism, all kinds of busines must promptly complete their activities to be able the stand strong in such severely competitive business environment It is the same in the field of banking, the banks not only complete severely with each other regarding the products, services, but they also compete in attracting the talent to the unit Each bank has to know how to complete the HR development procedure and the recruitment procedure, the preferential policies to attract, keep the good employees and develop the new employees for the longterm business plan Simultaneously, create the cultural character of each bank to connect the officers with the unit even when the business is difficult The personnel work, once conducted effectively, will help the bank to achieve their business plan and objective Through the study of the literature review of HR development, the author conducted the actual survey and combines with the survey evaluation 67 of the officers at BIDV Transaction Center Branch to evaluate the good performance as well we the limitations which still need to be finalized in the HR development field at the bank, from that proposed several solutions to complete this work In general, the solution and petition have impact on the entire organization; therefore, it needs the positive and timely support from the management board of BIDV Transaction Center 1.Regarding the timing, the solution and petition when being implemented need much time and the result cannot be achieved in a short amount of time This is a whole continuous, long term and regular renovation process By the cooperation between the factors of space, time and human in harmony, the solution and petition of the HRM will have the sufficient conditions to be implemented successfully at BIDV Transaction Center The thesis is the result of the effort put in study and research of the learner in the Program of Business and Administration Management, National University, Hanoi With the whole-hearted instruction of the instructor and the support from the family, university, the author expects the product will bring the theoretical and practical values in establishing the risk management strategy in order to ensure the enterprise security for the enterprise in the field of construction Due to the limitation of time and ability, it is unavoidable for the thesis to contain errors, the author wishes to receive the instruction from your esteemed teachers, classmates and colleagues Sincerely thank you! 68 REFERENCES Mai Quoc Chanh (1999), Improve the quality of human resource to meet the demand of industrialization and modernization of the country (Reference book), National Political Publisher, Hanoi Tran Kim Dung (2003), Human Resource Management, National University Publisher, Hanoi Website: https://www.un.org/en/ Bui Thi Thanh, (2005), Develop the human resource of the Cuu Long River Delta up to 2020: Economic Doctor Thesis, Ho Chi Minh City Tran Khanh Duc, (2002), Developing the preferable technological human resource in our country in the era of Industrialization – Modernization H- Education Nguyen The Phong (2010) Developing human resource in the state owned enterprises with agricultural product business in the South Research Tran Kim Dung (2006), Human Resource Management, Statistics Publisher Tran Thi Kim Dung & Nguyen Thị Mai Trang (2007), Influence of organization culture and leading style on the work performance of the employees and their loyalty to the organization, Ministerial Research, HCM City Economics University Nguyen Ngoc Quan, Nguyen Van Diem (2007), Personnel Management, National Economics University, Hanoi 10 Nguyen Huu Dung (2003) “Improve the competitive ability in the integration from the view point of human resource”, Labour & Society Journal, No 209 (From 16-28/2/2003) 69 11 To Ngoc Hung – Director of Banking Institute (2010), Coordination mechanism between the subjects in high quality personnel development for the commercial banks of Vietnam up to 2020 , research major 12 Pham Thi Phuong Nga (2002), “The terms of education, training and development of the officers in human resource management”, State Organization (11, p.23 – 26) 13 Bui Van Nhon (2006), Social Human Resource Management and Development, Legal Publisher.Hanoi 14 Pham Thanh Nghi - Vu Hoang Ngan (Editor), Human resource management in Vietnam: Several theoretical and practical issues , Social Science Publisher, Hanoi 15 Nguyen Thi Kim Thanh, Nguyen Thuy Linh (2010), article “Financial Anticipations for Vietnamese financial market” published on website www.vnba.org.vn 16 Nguyen Huu Than (2008), Personnel Management, Labour – Society Publisher 17 Hoang Trong & Chu Nguyen Mong Ngoc (2008), Data analysis research for SPSS, Hong Duc Publisher 18 National Administration Politics Institute (2002), Social human resource Text Book 1, Vietnam National University, Hanoi 19 Tran Van Tung (2005), Education, training and use of the talented and experienced personnel resources of the world (specialized reference book), NXB Thế giới, Hà Nội 20 M.Hilb (2001), Human Resource Management in the general direction, Statistics Publisher, Hanoi 21 Socialist Republic of Vietnam, Law on Labour of the Socialist Republic of Vietnam (amended, supplemented in 2007), Hanoi 22 Action program No 388/ Ctr-BIDV dated 20 January 2017 of BIDV; 70 23 Recruitment regulation No 2368/QD-HDQT dated 11 December 2013 of BIDV; 24 Training regulation No 3030/QD-HDQT of BIDV; 25 Regulations on planning, nomination, finish the position for the officers No 2552/QD-HDQT of BIDV; 26 Decision No 1773/ QD-HDQT dated October 2013 issuing the training program for planned officers level 1, 2, and specialists of BIDV; 27 Associate Prof Dr Tran Xuan Hai, Dr Tran Duc Loc, Human resource management textbook, Financial Publisher 2013 28 Cynthia D Fisher, Lyle F Schoenfeldt and James B Shaw, “Human Resource Management” – 4thed, Houghton Mifflin Company, 199, p.129 29 Annual Reports BIDV for 2016, 2017, 2018, 2019 71 APPENDICE APPENDIX SURVEY QUESTIONNAIRE Code: …………… Dear Sir/ Madam: I am Hoai – learner of the Program of Master of Business Administration, National University, Hanoi Currently, I am doing the research on “Develop the human resource at Joint Stock Commercial Bank for Investment and Development of Vietnam Transaction Center Branch ” and I wish to explore the current situation to apply to my thesis Your esteemed Sir/Madam is kindly requested to spend time answering the following questions Please also be noted that your answers will be the foundation for me to evaluate the current situation of the research; therefore, I wish to receive your detailed and sincere answers Every relating information will only serve the research purpose of this thesis and will be completely confidential Thank you for your cooperation and support! 72 Evaluate your opinion on the question (by mark “X” in the box that you answer at the questions) Content Disagree Perform the basic skill training for the employees who are newly recruited The coordination with the training organizations happens very well The work circulation for employee training is conducted efficiently The supervision, evaluation and consideration of the progress of the employees during and after the training process The officers assigned with the tutor and guidance are efficient 73 Agree From to 5, evaluate your agreement level to the questions (by marking “X” in one of degree below for the questions: : Totally disagree; : Agree; Question : Disagree ; : Neutral; : Completely agree Agreement degree NH COGNITION OF THE EMPLOYEES ABOUT THE ORGANIZATION Objective of the organization Managers evaluate correctly your strength The way the leaders perform the work to obtain the objective The colleagues are favorable during the working process Enterprise culture is cared about by every employee Guidance, policies of the State as well as the regulation of the organization Core value of the organization This is the ideal place to develop the career Objective of the organization Managers evaluate correctly your strength The way the leaders perform the work to obtain the objective The colleagues are favourable during the working process Enterprise culture is cared about by every employee Guidance, policies of the State as well as the regulation of the organization Sincerely thank you! 74 Evaluate your opinion on the question (by mark “X” in the box that you answer at the questions) Conduct and manner of the employees Agree Disagree Follow the rule and regulation of the organization Working spirit of the employees The work of fighting the negativity, community activities Evaluate your opinion on the question (by mark “X” in the box that you answer at the questions) Spiritual Activities Agree Travel, holiday, team building annually is performed well Fund to visit and encourage the employees Praised and Encouraged timely by the leaders Respected by everybody Good working environment 75 Disagree ... PHÁT TRIỂN NGUỒN NHÂN LỰC TẠI NGÂN HÀNG THƯƠNG MẠI CỔ PHẦN ĐẦU TƯ VÀ PHÁT TRIỂN VIỆT NAM – CHI NHÁNH SỞ GIAO DỊCH Chuyên ngành: Quản trị kinh doanh Mã số: 834 010 1. 01 LUẬN VĂN THẠC SĨ QUẢN TRỊ... 11 1. 1 Several basic concepts: 11 1. 1 .1 Human resource 11 1. 1.2 Human resource development 13 1. 1.3 Roles of human resource in commercial bank 15 1. 1.4 Tasks... NXB Nhà xuất (Publisher) TMCP Thương mại cổ phần (Joint Stock Commercial) NNL Nguồn nhân lực (Human Resource) BIDV Ngân hàng Thương mại Cổ phần Đầu tư Phát triển Việt Nam (Joint Stock Commercial