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Ineffective training and development process at shinhan bank tan binh branch retail banking department

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UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business NGUYEN THI THUY VAN INEFFECTIVE TRAINING AND DEVELOPMENT PROCESS AT SHINHAN BANK TAN BINH BRANCH RETAIL BANKING DEPARTMENT MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: DR DOAN ANH TUAN Ho Chi Minh City – Year 2021 Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business NGUYEN THI THUY VAN INEFFECTIVE TRAINING AND DEVELOPMENT PROCESS AT SHINHAN BANK TAN BINH BRANCH RETAIL BANKING DEPARTMENT MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: DR DOAN ANH TUAN Ho Chi Minh City – Year 2021 Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department CONTENTS EXECUTIVE SUMMARY ACKNOWLEDGEMENTS COMPANY INTRODUCTION 1.1 General information about Shinhan Bank – Tan Binh Branch 1.2 Shinhan Bank – Tan Binh Branch’s Retail Banking Department 10 1.3 Personnel situation in years, 2019, 2020 11 SYMPTOMS 12 2.1 High bad debt ratio 12 2.2 Low profit 14 2.3 High time processing 16 PROBLEM IDENTIFICATION 17 3.1 Preliminary cause and effect tree 17 3.2 Potential problems 18 3.2.1 Poor quality of applications 18 3.2.2 Poor quality of training courses 19 3.3 Problem validation 21 3.3.1 Problem definition 21 3.2.2.1 Managers’s perspectives 22 3.2.2.2 Employees’ perspectives 23 3.4 Main problem 23 CAUSE IDENTIFICATION 24 4.1 Potential causes 24 4.1.1 Lack of training objectives 25 4.1.2 Inappropriate training method 26 4.2 Cause validation 27 4.2.1 Lack of training goals 27 4.2.2 Lack of professional trainer 27 4.2.3 Lack of training evaluation 28 ALTERNATIVE SOLUTIONS 28 ACTION PLAN 39 SUPPORTING INFORMATION 44 APPENDICES 47 REFERENCES 63 Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department LIST OF DIAGRAM Diagram 1: Preliminary cause and effect tree (Source: Consolidated by author) 18 Diagram 2: Lack of steps in training process 20 Diagram 3: Updated official cause and effect tree (Source: Consolidated by author) 25 Diagram 4: Benefits of effective training targets 25 Diagram 5: Inappropriate training method 26 Diagram 6: Final cause – effect map 28 Diagram 7: The Balanced Scorecard Links Performance Measures 39 LIST OF TABLE Table 1: Concepts about group debt of loans 13 Table 2: Actual processing time at Shinhan Bank – Tan Binh Branch 17 Table 3: Disbursement Loan Application Each Month 2020 17 Table 4: Summary of evaluating the elements of creating effective training courses 30 Table 5: Estimated budget for developing professional trainers 35 Diagram 7: The Balanced Scorecard Links Performance Measures 39 Table : Estimated budget for developing the quality of training evaluation 39 Table 7: Action Plan 43 LIST OF FIGURE Figure 1: Shinhan Bank – Tan Binh Branch’s Organizational Structure 10 Figure 2: The NPL ratio in 2020 of SHB –Tan Binh Branch 13 Firgure 3: Comparison of NPL ratio of Tan Binh Branch and other branches in HCM North Communiy 14 Figure 4: Profit Before Tax 2021 of Shinhan Bank – Tan Binh Branch 15 Figure 5: Revenue of Shinhan Bank – Tan Binh Branch 2020 15 Figure 6: Total outstanding loan of Shinhan Tan Binh Branch 2018, 2019, 2020 16 Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department EXECUTIVE SUMMARY For the industry, the economic consequences of the pandemic don't seem to be on identical scale as those throughout the Global Financial Crisis of 2008–10 (GFC), however they're still notable additionally to the money fallout, COVID-19 is reshaping the world industry on variety of dimensions, introduction a brand new competitive landscape, stifling growth in some ancient product areas, prompting a brand new wave of innovation, revising the role of branches, and after all, fast digitisation in virtually each sphere of banking and capital markets per the strategy of increasing the market, Shinhan Bank (SHB) includes a vision to form over twenty branches and agencies throughout Vietnam from 2020-2022, which means Shinhan Bank considerably desires of a prime quality coaching and big personnel to effectively act the business set up Training is taken into account united of the foremost elementary aspects of human interaction and for organization, it's become the most tools for achieving their strategic fight additional significantly, the standard of men inside any departments plays an excellent role to the success and high profits of business banks today the largest drawback of Shinhan Bank – Tan Binh Branch’s Retail Banking Department is addressing poor coaching quality This makes the new staff within the retail banking department don't catch the task necessities right away The standard of client appraisals during this department is inefficient and causes unhealthy debts increasing Moreover, the dearth of sales skills conjointly crystal rectifier to a substantial decrease in capital sales and credit Low ability of operating has principally crystal rectifier to high work pressure for workers and increasing the speed of quitting job at the branch Due to distinct limitations, this thesis expects to propose effective solutions to spice up the standard of current coaching at Shinhan Bank – Tan Binh Branch’s Retail Banking Department above all and at Shinhan Bank’s system within the whole country Firstly, the coaching should set a scientific and organized set up, per the work set up of the workers Secondly, the coaching programs got to be supported sensible necessities of labor tasks Thirdly, the trainers are needed to own deep skilled information and plenty of sensible experiences Finally, when every coaching course, it's simpler if there's Associate in objective and overall analysis of the standard of Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department deployed coaching course Therefore, the branch above all and also the whole system normally will learn from expertise and completely improve the standard of workers coaching Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department ACKNOWLEDGEMENTS I would like to express my appreciation to all people who supported me during my studies First, I would like to send my thankfulness and special appreciation to my supervisor, Dr Doan Anh Tuan, who has kindly supported, guided, advised, and motivated me to complete this thesis Then, I would like to thank my managers, my colleagues at Shinhan Bank Vietnam who gave me chances for conducting interviews and spent their valuable times for giving me comments and opinions which helps me to come up the results of this thesis In addition, I would like to send my regards to all of my classmates of MBA 10 for their support, encouragement and giving me strength in all the time writing this thesis Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department COMPANY INTRODUCTION 1.1 General information about Shinhan Bank – Tan Binh Branch Shinhan Bank Vietnam Ltd (“Shinhan Bank”) is a subsidiary of Shinhan Bank Korea, a branch of Shinhan Financial Group (SFG) SFG is a leading limited-company financial company in Korea, established on the basis of Shinhan Bank, Shinhan Capital and Shinhan Investment Management SFG is staffed with more than 27,000 highly skilled employees around the world, offering a wide range of financial products and services, such as banking, consumer credit, insurance, wealth management, brokerage and others products SFG is also listed on both the Korea Stock Exchange (KRX) and the New York Stock Exchange (NYSE) In order to expand the headquarter to improve customer service quality better, from 18th December 2017, Shinhan Bank Vietnam officially merged with ANZ Bank (Retail Division) and remained operating Tan Binh Branch at location: No.113- 115 Cong Hoa, Ward 12, Tan Binh District, Ho Chi Minh City The total number of current employees of the branch consists of 39 employees and has departments This branch offers all Vietnam Shinhan Bank products that are diversified and superior in competitiveness compared to other banks in the same field: savings deposits, personal loans, loans for SMEs, small families, super-large companies, card products, etc The branch not only made great contributions to the development of Shinhan Bank, but also contributed to the development of the local economy and actively supported qualified individuals and organizations in the region to establish families and conduct business Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department Branch Director Deputy Branch Director cum Director of VIP and Retail Banking Department Director of Retail Banking Department Director of Customer Service Department Figure 1: Shinhan Bank – Tan Binh Branch’s Organizational Structure 1.2 Shinhan Bank – Tan Binh Branch’s Retail Banking Department Shinhan Bank - Tan Binh Branch Retail Banking Division is responsible for initiating and managing relationships with retailers, with a focus on Ho Chi Minh City and parts of southern Vietnam The Retail Banking portfolio is responsible for initiating and managing relationships with individual clients, with a focus on Ho Chi Minh City and certain segments of the industry Retail Banking division is one of the important departments of SHINHAN BANK - Tan Binh Branch in generating revenue and profit The department currently has 15 employees including director and deputy directors, people in charge of customer development and maintenance, people in charge of document processing The main activities of the division are the mobilization of loans from individuals and the cross-selling of other products to companies The division's total outstanding as of December 31, 2020 are $ 21,160 million and total deposits Specifically, Mr Tran Van Binh - Department Director and Ms Phan Thi Thuy Duong - Deputy Director of the Department in charge of the Retail Customer Department at Shinhan Bank - Tan Binh Branch Ms Pham Thi Anh Thu is the Managing Director, who makes the final decisions and directs the overall 10 Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department management However, during the current difficult operating period, this part has started to show signs of declining while in operation Therefore, this thesis will explore and highlight the causes and effects of this problem at Shinhan Bank - Tan Binh Branch - Retail Banking Department 1.3 Personnel situation in years, 2019, 2020 Regarding the personnel situation of Shinhan Bank Vietnam - Tan Binh Branch, Female Staff is the majority with 13% in 2019, and 19% in 2020, of which the number of employees is from the age of 20 -30 accounts for 75% of the total staff of the branch, accounting for 2/3 of the female employees In terms of leadership structure, except for the position of Director, Deputy Directors, Head of Department, Deputy Head of Department, and leaders of the group all have female employees, accounting for 50-100% of the proportion of personnel in positions Education level: there are 05 people with a master's degree or more, accounting for about 9% of the total number of personnel at the branch, the proportion of staff with university degrees with 33 employees equivalent to 57.6%, The branch has a college graduate who is working in the administrative office And Korean employees are working at Standard Customer Relations Department and VIP Customer Regarding foreign language proficiency: 39 employees with TOEIC level, AND personnel with Korean advanced level, accounting for 9% and 78% for employees with TOEIC The branch has 70% of the staff with a young age of 20-30, so the ability to communicate and acumen is quite high, helping each individual's work achieve the highest efficiency In addition, 100% of the staff are fluent in English communication to help their work become better when interacting with foreign customers 11 Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department 51 Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department Appendix 2: NPL and risk report of Shinhan Bank – Tan Binh Branch 2020 52 Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department 53 Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department 54 Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department 55 Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department Appendix 3: Circular No 36/2014/TT-NHNN of the State Bank of Vietnam 56 Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department Appendix 4: Transcription summary Q&A Name and current job: Coding Director of Retail banking department at Mr Binh: My name’s Tran Van Binh I'm the director of the SHINHAN BANK – Retail banking department at SHINHAN BANK – Tan Binh Tan Binh branch Branch Deputy Director of Ms Duong: My name’s Phan Thi Thuy Duong I'm the Retailbanking deputy director of the Retail banking department at department at SHINHAN BANK – Tan Binh branch SHINHAN BANK – Mr Hoang: My name’s Tran Hoang I'm a Retail customer Tan Binh branch relationship at SHINHAN BANK – Tan Binh branch Some typical officers Mr Tri: My name’s Nguyen Minh Tri I'm a Retail customer of Retail banking department at sale man of the Retail banking department at SHINHAN SHINHAN BANK – BANK – Tan Binh branch Tan Binh branch Ms Tram: My name’s Pham Yen Tram I'm a Retail customer relations product of the Retail banking department at SHINHAN BANK – Tan Binh branch Classification - The current working position Q1: How long have you worked at SHINHAN BANK – Tan Binhbranch’s the Retail Banking Department? And what is your current experience? Mr Binh: I have experienced over years of working at SHINHAN BANK – Tan Binh branch and have worked over 10 years in the Retail banking department Ms Duong: I have experienced over years of working at SHINHAN BANK – Tan Binh branch and have worked over years in the Retail banking department Mr Hoang: I have experienced over years of working in the banking Moreover, I have worked over years at the Retail banking department at SHINHAN BANK – Tan Binh branch Mr Tri: I have experienced over years of working in the banking field In addition, I have worked over years at the Retail banking department at SHINHAN BANK – Tan Binh branch Ms Tram: I have experienced more than 10 years of working in the banking industry, and my working duration at SHINHAN BANK – Tan Binh branch is over years - Respondents’ working experience 57 Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department Q 2: What standard you usually measure in your profession: Workload? Earnings? Stability or opportunities for development? Mr Binh: In valuing a bank, there are several aspects to consider I think promotion opportunities and working environment conditions are among the most essential aspects for employees Ms Duong: In general, most employees leave their jobs mainly because they compare their income levels with those of other commercial banks in the same region However, they ignore important factors such as promotion opportunities, social protection regime, working environment, Mr Hoang: Currently, I prioritize working environment conditions Mr Tri: In my opinion, a good bank has to create very good conditions for employees to develop their careers In fact, the opportunity for advancement is the goal I want to achieve throughout my career Ms Tram: The opportunity to acquire a lot of useful knowledge to apply in practice in a great working environment is what I need most Q3: How many employees you have in your department? What is the minimum number of employees required to run your department's operations? What you think of his work experience? Can the current number of employees in the department meet the requirements of the position? - Promotion opportunities and working environment conditions - Promotion opportunities, social protection regimes, working environment - Stable working environment conditions - Promotion opportunities - Practical experience, good working environment - 14 staff: new people Mr Binh: The total number of employees in the retail banking department is 14 In particular, it has new employees who have less than one year of experience in the field This ratio accounts for 14% of the total number of employees in the department Q4: As we all know, your department's business performance is declining in terms of equity and debt What are you dealing with? Mr Binh: The operational performance of Shinhan Bank-Tan Binh Branch in 2020 has fallen dramatically compared to 2019 Compared to the original business plan, the credit balance and the deposit balance are also low The branch's global profit only reached 60.3% of the 2010 results Most of the reasons come from the increase in bad debts In fact, we must focus on processing, which significantly affects the effectiveness of product sales and customer development Furthermore, fluctuations in human resources are also one of the difficulties faced by the department Rising NPL rate Low business performance Low profit The standard of pursuing a career - Current human resource of the Retail banking department Typical symptoms of SHINHAN BANK – Tan Binh branch’s business performance 58 Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department Q5: How would you rate the working environment of the retail banking department of Shinhan Bank Tan Binh branch? In your opinion, is your work overloaded? If your balance runs out, how will you affect your personal life and yourself? Mr Binh: Actually, the work pressure in the branch is still quite large Most people usually start work very early and leave the office very late Due to long working hours, they hardly receive care from their families If your family members sympathize and understand, it will help them, otherwise they will have to endure more pressure from their families Ms Duong: In my opinion, the current working environment in our department is very stressful In fact, employees must find effective ways to keep existing customers, contact and develop new customers, and cross-sell products Also, they are very focused on handling customer problems At the same time, loan management is also complicated Therefore, most of them even take work home, resolve and listen to customer calls as needed - High workload - Heavy work pressure - Assessment of the current working environment Q8: Are you satisfied with the current working environment in your branch, or you have any suggestions to improve the current situation here? Mr Tri: My career position is to work in the banking department, but my current workload in the department is relatively large, especially under pressure In addition to the main tasks, I also assumed the responsibility of guiding and managing new employees In addition, I also try to help them manage existing loans, manage bad debts, and develop new customer bases Therefore, it will cause a lot of pressure and difficulties Mr Hoang: Right now I am responsible for bad debt management, managing more than 15 retail clients, so my job is under a lot of pressure In addition, I also support my boss in training new employees and hope that they can quickly understand his work to reduce our burden - High pressure and no - Employees’ guide experience about their job 59 Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department Q9: In your perspective, what is the main cause that leads to a high sales rate in this department? Among them, what personnel problems are a department in which it works, and now we bring the instability of human resources management? Mr Binh: Inadequate personnel policy and high work pressure are caused by the high sales rate in the sector In fact, most employees are desirable to look for a stressful job In my opinion, the main cause of this problem is bad for training courses Ms Duong: Why most women employees should consider replacing their family for job applicants Therefore, long-term work hours adversely affect your balance of working life Therefore, they tend to look for their best job opportunities to balance their lives Ms Tram: In fact, some people are not trained, so there is no confidence to play well with the assigned works As a result, they hope to get a job with less risk Q10: How you evaluate the effectiveness of human resources training courses? Is that great? How does the staff of the Shinhan Bank-Tan Binh Branch Retail Banking Division? Mr Binh: In fact, most of the employees of the department are new Most of them attended some training sessions, but have not experienced practical work They must also depend on the support of formal and departments experienced directly from the administrators Ms Duong: For my perspective, the quality of our training courses is quite bad The contents of the training session not have sufficient knowledge and confidence when processed approaching the actual allocation As a result, another personnel increases working pressure and control pressure Since employee skills and knowledge are not met for work requirements, it will take an increase Mr Hoang: In practice, retail loan products are quite complex and require highly qualified personnel to serve clients Also, they must be experts with good trading and negotiation skills Also, good loan management and client appraisal skills are necessary conditions for doing a good job On the contrary, the delinquencies of the branches will increase and it will take them a long time to recover all their debts In short, high work pressure is the main reason leading to insufficient orientation and training time for new hires Mr Tri: We really like our new colleagues and look forward to the opportunity to help them understand their work However, due to the pressure of work, we did not spend enough time communicating with them as they wanted In fact, this sometimes makes our - Inappropriate personnel policies and high work pressure; Poor quality of training course - Look for a - The main causes leading to high turnover rate at the department better job opportunity - Expect to get jobs with less risks Inefficient training courses Raising pressure for employees and managers Icrease NPL Collect bad debt Lack of supporting between staff - The effectiveness of training courses and its impacts 60 Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department relationship even more distant Q11: What caused this problem and its impact on the retail banking department of Shinhan BankTan Binh branch? Mr Binh: The training content is almost theoretical knowledge, which does not meet the actual work requirements of the department, and has high practical experience Today, communities and societies continue to evolve and become complex, so the risks in practice are more complex and unpredictable than ever Therefore, employees must be good at communication and problem-solving skills in order to retain existing customers and develop new customers Ms Ms Duong: At Shinhan Bank academic institutions, most teachers are non-professional trainers In fact, most of them have practical experience, but still lack teaching skills Other teachers not have enough practical experience and therefore cannot meet the expectations of the students Mr Hoang: Due to ineffective evaluation of training objectives, many courses offered are not suitable for the actual training needs of the branches and are incompatible with potential students However, the target number of people for each course in each branch is assigned by the training department In practice, this means that the training is carried out only according to the training objectives, instead of starting from the real needs of each branch, and the training becomes irrelevant Therefore, training not only reduces its meaning and effect, but also reduces the efficiency of staff utilization and wastes human resources in the branch In practice, the quality and content of the training are mainly based on subjective evaluation, rather than depending on the existence of previous courses to improve Therefore, Shinhan Bank's current posttraining evaluation is also inefficient, making the initial training goals and results have a large gap Mr Tri: The branch's training objectives are still relatively vague and the actual training needs have not been precisely confirmed Obviously, this significantly reduces the quality of training In addition, some training courses are often organized, but they are really unnecessary for actual job requirements Otherwise, useful courses that are rarely taught are essential for employee development Therefore, branches are completely passive in balancing and organizing employees to participate in courses required by Shinhan Bank’s academic institutions Ms Tram: The training frequency of Shinhan Bank is not enough Actually it has many courses, mainly in Unpractical training content No professional trainers Insufficient training evaluation; Unpractical training content Unclear training targets Unsuitable training - Causes leading to the main problem 61 Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department Q12: In your opinion, are there any tips to help the branch to solve this problem in depth? Mr Binh: The content of the training should be adjusted to match the actual requirements of the job and to be practical Ms Duong: Lecturers should be fully trained in the diversity of practical knowledge and teaching skills Mr Hoang: The task of evaluating the effectiveness of post-training training and identifying the real training needs must be approached and focused on modern methods Mr Tri: The identification of training needs should come from the actual situation of the branch Ms Tram: The frequency of training courses should be appropriate to increase efficiency for the real needs of the work and avoid wasting time and human resources In addition, training methods must also be more vibrant and diverse to meet the needs of students Thus, employee can have several methods to choose the method best suited to their real working conditions in order to improve the efficiency of their reception Adjust training content to suit job requirements and practice Trainers are welltrained, have rich practical knowledge and good teaching skills Evaluate the effects of post-training and identify actual training needs Identify actual training needs Develop the most appropriate training frequency; 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Department 50 Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department 51 Ineffective training and development process at Shinhan Bank – Tan Binh Branch. .. problem that the retail banking department of SHINHAN BANK - Tan Binh branch solves? 46 Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department
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