Phát triển nguồn nhân lực ngân hàng thương mại cổ phần ngoại thương việt nam thời kỳ cách mạng công nghiệp lần thứ tư TT TIENG ANH

1 MINISTRY OF EDUCATION HANOI UNIVERSITY OF BUSINESS AND TECHNOLOGY -  - THIEU QUANG HIEP HUMAN RESOURCE DEVELOPMENT JOINT STOCK COMMERICAL FOR FOREIGN TRADE OF VIETNAM THE FOURTH INDUSTRIAL REVOLUTION Sector: Business Administration ID: 9.34.01.01 Summary of Economics Thesis HA NOI 2021 Economics PhD Thesis Topic: “ Human resource development Joint stock Commercial for Foreign Trade Vietnam In the fourth Industrial Revolution” Sector: Business Administration; ID: 9.34.01.01 Thesis are finished at: Hanoi University of Business and Technology Scientific instructors: PhD Tu Quang Phuong PhD Dao Thi Ngoc Minh Criticism 1………………………………………………………………… ……………………………………………………………………………… Criticism 2………………………………………………………………… ……………………………………………………………………………… Criticism 3………………………………………………………………… ……………………………………………………………………………… Thesis will be defended in front of The School Assessment Board Place: Thesis Defence Room – Room …Building…., Hanoi University of Business and Technology Number 124/29 Vinh Tuy, Hoang mai District, Ha Noi Time: o’clock, date .month year 2021 Search for Thesis in: Library of Hanoi University of Business and Technology Urgency of the topic For each country in particular, the commercial banking system plays a particularly important role, it is likened to a lifeline system of the economy The operation of commercial banks has a strong and direct influence on economic development, which is more confirmed in fact in recent years, the collapse of a series of large and famous banks in the world such as Lehman Brothers, ederal Bank of California, Federal Bank of California, Northern Rock, Straumur Investment Bank , leading to the global financial crisis, which led to a severe economic recession in some countries, including the US, UK, Ireland, Belgium and Spain During the 4th Industrial Revolution, from the competitive pressure of the commercial banking system, in addition to growing in size and improving internal capacity, commercial banks that want to win the market race should pay more attention to Human resource development in new conditions: attracting and training high-quality personnel, arranging and renewing the human resource development model….One of the important factors that helps VCB always maintain its leading position in efficiency In recent years, it is the work of human resource development that is highly valued, because human resources development at VCB can be said to be the foundation for innovation and an essential element to create the brand and success of VCB The topic "Human resource development of Joint Stock Commercial Bank for Foreign Trade of Vietnam in the fourth industrial revolution" was chosen by the author as a research topic for the following important reasons: Firstly, the 4th industrial revolution (Industry 4.0) has been taking place at a fast pace in the world, it has a strong impact on the global socio-economic development, in which Vietnam is a developing country also strongly influenced by this wave The Industrial Revolution 4.0 is creating rapid changes in the management, administration and development of commercial banks; Second, in order to stand firm and develop in an increasingly fierce competitive environment like today, commercial banks must improve their operational capacity for sustainable development; Third, there have been a number of domestic and foreign studies on human resources, human resource development, human resource development of commercial banks, and human resource development of Vietnam Joint Stock Commercial Bank for Industry and Trade, but research on human resource development of Vietnam Joint Stock Commercial Bank for Foreign Trade in the period In Industry 4.0, there is no research; Fourthly, Joint Stock Commercial Bank for Foreign Trade of Vietnam is a large state-owned commercial bank that plays an important role in the commercial banking system in Vietnam, is a pioneer bank in the fields of digital and quality banking development The quality of human resources together with the leading working environment is highly appreciated by domestic and international organizations, so it is suitable for the research purpose of the topic Research purpose and tasks 2.1 Research purposes Clarifying theoretical and practical issues of human resource development at VCB in the context of industrial revolution 4.0; analyzing the current state of human resources development at VCB; on that basis, propose human resource development perspectives and solutions to improve the efficiency of VCB's operations to meet the requirements of the industrial revolution 4.0 2.2 Research mission - Researching theoretical issues on human resources, human resources development and human resource development of commercial banks in particular in the context of CM 4.0 - General study of the industrial revolution 4.0, the impacts of the industrial revolution 4.0 on the operation of commercial banks - Studying the experience of developing effective human resources at some advanced banks in the world, thereby drawing lessons for domestic commercial banks and applying them to VCB - Assess the current state of human resource development at VCB and the issues that need to be further resolved in the coming time - Propose perspectives and solutions for human resources development at VCB to meet the requirements of the industrial revolution 4.0 Object and scope of the thesis's research 3.1 Research object: VCB's human resources laboratory from the perspective of business administration science 3.2 Research scope - About the content: Research on human resource development at VCB including quantity, quality, structure ; especially focusing on the development of human resources who are engaged in banking, taking into account the impact of Industry 4.0 - About space: At VCB - About time: Studying the current state of human resource development from 2016 to 2020 and proposing development solutions to 2025 The main results, theoretical and practical significance of the thesis 4.1 Main results: Firstly, the thesis has systematized and deepened the theoretical issues of human resource development, commercial bank's human resource development before the 4.0 technology revolution Secondly, the thesis studies the problem of human resource development from the perspective of development in quantity to development in quality and analyzes the factors affecting it Third, collect factual information from the subjects within the research scope; serve as a practical basis for analyzing and evaluating issues related to human resource development at VCB Fourthly, on the basis of determining the requirements for human resource development and based on the current situation of human resource development at VCB and some representative branches in the period 2016-2020, the thesis has proposed a number of solutions to contribute the highly qualified human resources department contributes to improving the operational efficiency of VCB 4.2 Logical significance With the systematization of the basics of industrial revolution 4.0; Human resource development in general and commercial human resource development in particular, the topic has certain contributions and significance to the construction and improvement of the theoretical system of human resource development 4.3 Practical significance With the analysis and clarification of the current situation of human resource development work of VCB; assess strengths and weaknesses and find out the causes of that situation; at the same time propose solutions for human resource development of VCB; especially the analysis of requirements for VCB's human resource development at branches, the topic has contributed and has very important meaning to the practice of human resource development in general and human resource development at VCB branches in particular; especially in the context of the industrial revolution 4.0, which is increasingly having a strong impact on the banking and finance industry in the coming time Dissertation contributions 5.1 New academic and theoretical contributions Firstly, on the basis of synthesis and systematization of the theoretical basis of human resources and human resource development in organizations, the thesis has built the concept, analyzed the roles of human resources and human resources development in the organization, clarified the concept and characteristics of the organization On Industry 4.0, impact analysis includes opportunities and challenges of the industrial revolution 4.0 on human resources development of Vietnamese commercial banks Secondly, the thesis further elucidates the nature and content of human resource development of commercial banks in the context of Industry 4.0 Third, draw lessons from human resource development experience for commercial banks from studying the experience of human resource development in the period of Industrial Revolution 4.0 of a number of domestic and international commercial banks Fourth, the thesis has analyzed to find out the factors affecting the human resource development of commercial banks in the context of Industry 4.0 in order to have a basis to offer solutions for VCB human resource development in the 4.0 period 5.2 In practice, new findings and proposals have been drawn from the research and survey results of the thesis From the results of analysis and evaluation of the collected data and the survey tables to survey the current status of VCB human resource development results in the period 2016-2020, the thesis has made the following findings and recommendations: Firstly, the group of simple workers, the group of teller at the counter, and some other groups of support workers are rapidly declining due to the replacement of machines, artificial intelligence, and the convenience of products and services Secondly, the training and attraction of high-quality human resources (with expertise and information technology) to meet the rapid requirements of Industry 4.0 have not yet received specific and appropriate attention Third, develop a plan to add key personnel (high-quality human resources for Industry 4.0) and effectively allocate existing human resources to avoid waste of human resources during the transition to digital banking Fourth, clearly identify trends and quantify future human resource fluctuations to come up with a specific plan and roadmap for expanding or narrowing each human resource object in line with the development of VCB in the future digital era The solutions are of reference value for commercial banks in general About the structure of the thesis In addition to the introduction, conclusion and recommendations, the appendix includes attached appendices and a list of references, the thesis is presented in chapters: Chapter Overview of research works related to the topic Chapter Theory on human resource development Commercial banks during the fourth industrial revolution Chapter The situation of human resource development Joint Stock Commercial Bank for Foreign Trade of Vietnam in the fourth industrial revolution period Chapter Solutions for human resource development Joint Stock Commercial Bank for Foreign Trade of Vietnam in the fourth industrial revolution period CHAPTER OVERVIEW OF RESEARCH WORKS AND RESEARCH METHODS 1.1 OVERVIEW OF RESEARCH WORKS RELATED TO THE TOPIC 1.1.1 Group of research works abroad 1.1.1.1 Group of research works related to human resource development of organizations during the fourth industrial revolution 1.1.1.2 Group of studies abroad related to human resource development of commercial banks in the period of the fourth industrial revolution 1.1.2 Domestic project group 1.1.2.1 Group of scientific works with contents related to human resource development 1.1.2.2 Group of scientific works with contents related to human resource development of Vietnam Commercial Bank 1.1.2.3 Group of scientific works with contents related to the fourth industrial revolution 1.1.2.4 Research group on human resource development of commercial banks in the context of the fourth industrial revolution 1.1.3 Scientific value, the thesis practice is inherited and the gap for further research 1.1.3.1 Scientific and practical value of the thesis is inherited Firstly, the research on Human Resource Management to develop human resources in an organization is evaluated by researchers as a very important step in the production process, it is considered a strategic approach strategy for linking human resource management with the achievement of business objectives, Second, talent and human capital in Industry 4.0; smart manufacturing and Industry 4.0, which have created innovative solutions to human resource problems like never before; perspectives on the most appropriate management practices that can foster an environment of innovation and learning within the organization Third, many studies have pointed out human resource management and the importance of human resources in developing the banking system in general and public banking in particular Fourth, brain drain is a risk facing banks, moreover, recently there have been many events happening to banks Fifth, the theoretical issues presented in the scientific works in this chapter are research on theoretical analysis, evaluation and evaluation of contents related to human resource development in general, which is a reference source to influence human resource development The researchers draw lessons from the experience of human resources development at VCB in the coming time Sixth, recently at the international exhibition conference on technology 4.0, the Prime Minister emphasized "Industrial revolution 4.0 is a game and each country, including Vietnam, is a part of it and Vietnam is a part of it and Vietnam must soon step on the "train 4.0" 1.1.3.2 The gap continues to research Firstly, there has been no comprehensive research, the theoretical system of human resource development in commercial banks and VCB during the fourth industrial revolution Secondly, the current research content of VCB's human resource development work, the challenge facing the rapid development before the storm of technology in the era of industrial revolution 4.0, has not yet had any scientific works for this research; Third, among the scientific works mentioned in this review, there is no research and proposal for human resource development solutions at VCB in the period of industrial revolution 4.0 In general, the research work and documents published at the conference have mentioned human resource management and human resource development in banks, but have not mentioned outstanding characteristics different from human resource development in enterprises, nor have they found a breakthrough factor Human resource development has an impact on the efficiency and competitiveness of each commercial bank 1.2 RESEARCH METHODS 1.2.1 General method 1.2.2 Methods of data collection - Theoretical research methods and practical summaries: The thesis researcher theories related to the research object as a theoretical basis In addition, the author also observes and summarizes theories related to the research object from practice The data source of this section is collected from textbooks, dissertations, research works, specialized journals - In-depth interviews (unstructured and semi-structured questionnaires) observed, exchanged and recorded directly Interviews are conducted periodically from 2019 to December 31, 2020, every six months at the six-month preliminary meetings and the meeting to implement VCB's business tasks at the beginning of January every year Before the interview, the author scheduled a meeting before the meeting sent the content of the question before the exchange information to the interviewees for 10 Within the research scope of the thesis, human resource development of an organization is understood as follows: Human resource development is the process of creating positive changes in quantity, improving quality, and rationalizing human resource structure and the implementation of internal human resource development of an organization in which the main content is training and fostering to improve the capacity of human resources in order to improve efficiency and labor productivity to meet the development requirements of the organization b Human resource development function 2.1.2.2 The role of human resource development in promoting the growth of organizations a Benefits for the human resource itself b The role of human resource development in optimizing organizational performance 2.2 THE FOURTH INDUSTRIAL REVOLUTION, OPPORTUNITIES AND CHALLENGES FOR HUMAN RESOURCES DEVELOPMENT OF COMMERCIAL BANKERS 2.2.1 Concept and characteristics of the fourth industrial revolution 2.2.1.1 Concept of the fourth industrial revolution Internet The concept of “Industrial Revolution 4.0” according to Klaus Schwab, Founder and Executive Chairman of the World Economic Forum “Industry 4.0 is a technological revolution emerging from the third revolution, which combines technologies, blurring the lines between physical, digital and biological.” 2.2.1.2 Characteristics of industrial networks for the fourth time - Combination of virtual systems and entities Figure 2.1 Evolution of revolutions in the world Industrial revolutions in world history Source: Research report of Sogeti VINT 2016 13 Scale and speed of development - There is no precedent in human history; Strong and comprehensive impact on the world; The position and strength of enterprises are also being rearranged; Impact on the environment; Impact on society 2.2.2 Opportunities and challenges of the fourth industrial revolution in terms of socio-economic development and human resource development of commercial banks 2.2.2.1 Opportunities and challenges of the fourth industrial revolution for socioeconomic development First, the era of mass-producing a product is coming to an end Second, the change in concept changes the new design of products such as cars, motorbikes, etc Third, the world will witness a spectacular overthrow of IT enterprises, when they turn manufacturing enterprises into "minions" for themselves 2.2.2.2 Opportunities and challenges of the fourth industrial revolution for human resource development of commercial banks a For commercial bank operations Firstly, the policy gap for digitized financial services requires the coordination of regulatory agencies in developing and completing legal regulations; Secondly, change business models, products and services, product distribution channels and prepare large financial resources to adapt to the trend of applying high technology to products and services, digitalization in banking activities; Third, risks of information security, network security and high-tech crime prevention in the banking sector; Fourth, capacity and quality of human resources; Fifth, competition between banks in the race for technology and the emergence of Fintech companies b For human resource development of commercial banks First, business models and processes are gradually changing; Second, the organizational and personnel structure of commercial banks tends to be more open and shared; Third, human resources laboratory focuses more on professional work groups with high added value; Fourth, clearly demonstrate the advantages of big data and quantify human resources; Fifth, the era of artificial intelligence: Along with big data is artificial intelligence in human resources; Sixth, labor governance 4.0: Connected citizens is the term describing citizens of the 21st century; Seventh, training and developing new working capacities 2.3 HUMAN RESOURCES DEVELOPMENT OF COMMERCIAL BANKERS IN THE FOURTH INDUSTRIAL REVOLUTION 2.3.1 Contents of human resource development in commercial banks in the fourth industrial revolution 14 2.3.1.1 Developing human resources for commercial banks in terms of quantity Firstly, based on long-term business development orientation goals Second, re-evaluate the current human resource needs of each job segment, each department Third, supplementing and perfecting regulations related to payroll reduction, in order to graduate streamline labor in the direction of increasing high-quality personnel Fourth, technology the recruitment of input human resources, from recruitment registration to the implementation of recruitment exams and selection of suitable personnel, with special priority given to high-quality human resources 2.3.1.2 Development of the quality of human resources for commercial banks The main content of human resource development of commercial banks in the context of Industry 4.0 is mainly: Firstly, in terms of intelligence is the development of professional qualifications and skills of human resources Professional qualifications are general knowledge, specialized professional knowledge, and specific knowledge necessary to hold positions in management, banking business and other related activities + Need to add high-quality human resources, especially those with good understanding of information technology + Upgrading the internal training system such as a training center, even establishing a training school, building modern infrastructure, digital training environment such as: E-Learning, online training by Video Conference… + Training a group of high-quality digital banking experts, based on selection from the current human resources of commercial banks or can recruit additional other qualified personnel + Locating new job positions according to new requirements, developing new training content for specific groups and job positions to accumulate knowledge for employees in line with the transformation trend with the industry background of new technology Second, in terms of strength: Moral risk in the banking industry is caused by the lack of quality in recruiting, training and supervising bank staff In the context of Industry 4.0, to improve the quality of human resources in terms of mentality, commercial banks need to pay attention to the following issues: + In the basis of the provisions of the law and the change of the new governance model system along with new technology platforms + Strictly control input human resources, prioritize personnel with clean background 15 + Training a group of experts specialized in special technology, capable of preventing attacks on technology and administration Third, in terms of physical strength: To develop human resources in the digital age, quality must be the top concern 2.3.1.3 Streamline the human resource structure of commercial banks The rationalization of human resource structure at commercial banks in the period of Industry 4.0 requires attention to the following basic issues: + Firstly, the proportion of sales staff will increase and decrease the number of operational staff and some back-office departments + Second, in terms of the system, the middle management levels will be streamlined due to the replacement of machines and instead of control points in the system, so the middle management human resources will be significantly reduced compared to traditional NH model + Thirdly, in terms of the network of branches, transaction offices can maintain and replace with a streamlined management apparatus, the number of personnel is significantly reduced compared to the previous commercial bank model + Fourth, the structure of high-quality human resources accounts for a large proportion (good at professional skills and proficient in informatics) + Fifth, the HR structure will need rejuvenation to adapt and stay up to date with new technologies to ensure innovation 2.3.2 Factors affecting the development of human resources in commercial banks during the fourth industrial revolution 2.3.2.1 External factors Mechanisms and policies play an important role in the development of socioeconomic organizations The development of education and training and an extremely important internal factor is "Employees' awareness of improving the quality of human resources" In the context that Vietnam is integrating deeply into the world economy, especially Industry 4.0 is penetrating the Vietnamese economy more and more strongly 2.3.2.2 Internal factors Firstly, the mission and development strategy of commercial banks; Second, the characteristics, operation scale and technology application level in human resource management of each commercial bank; Third, the viewpoint and style of the management board of commercial banks; Fourth, growth, technological innovation and financial capacity of commercial banks; Fifth, the organizational structure of the apparatus, the current state of human resource development and the role of the training 16 institution, the regime and policies on the use, remuneration, attraction of talents, and the working environment + Recruitment work + Training work + Using human resources and perfecting the organization of the management apparatus 2.3.3 Criteria for assessing the situation of human resource development in commercial banks during the fourth industrial revolution 2.3.3.1 The growth rate of the number of employees over the years 2.3.3.2 The structure of labor types and changes in the structure of management labor, the structure of information technology workers in the bank, the structure of machine workers 2.3.3.3 Changes in labor structure according to health criteria 2.3.3.4 Percentage of workers trained annually 2.3.3.5 Positive change in professional ethics of employees lao 2.4 INTERNATIONAL, INTERNATIONAL EXPERIENCE AND EXPERIENCE IN HUMAN RESOURCES DEVELOPMENT COMMERCIAL BANKING IN THE FOURTH INDUSTRIAL REVOLUTION 2.4.1 Experience in human resource development the amount of domestic and international commercial banks * Experience in human resource development of Vietnam Joint Stock Commercial Bank for Industry and Trade (Vietinbank) *Experience in human resource development of Southeast Asia Commercial Joint Stock Bank (SeaBank) *Experience in human resource development of DBS bank *Experience in human resource development of Citibank *Experience in human resource development of Deutsche Bank, Germany *Experience in human resource development of HSBC Vietnam One Member Limited Liability Bank 2.4.2 Lessons learned from human resource development the amount of domestic and international commercial banks in the context of the fourth industrial revolution Conclusion of chapter CHAPTER THE SITUATION OF HUMAN RESOURCES DEVELOPMENT IN JOINT STOCK BANK FOR FOREIGN TRADE VIETNAM THE TIME OF THE FOURTH INDUSTRIAL REVOLUTION 17 3.1 OVERVIEW OF JOINT STOCK COMMERCIAL BANK FOR FOREIGN TRADE VIETNAM 3.1.1 The process of formation and development of Joint Stock Commercial Bank for Foreign Trade of Vietnam 3.1.2 Organizational model and network of Joint Stock Commercial Bank for Foreign Trade of Vietnam 3.1.2.1 Organizational model of Joint Stock Commercial Bank for Foreign Trade of Vietnam 3.1.2.2 Network of Joint Stock Commercial Bank for Foreign Trade of Vietnam 2016-2020 3.1.3 Business results of Joint Stock Commercial Bank for Foreign Trade of Vietnam 3.1.3.1 Some key business performance indicators Table 3.1 Some key business performance indicators of VCB from 2016 to 2020 Unit: 1,000 billion VND 2017 2018 2019 2020 SS 2017- SS 2020-2019 2016 +/TL +/TL% % 35,98 35,98 35,98 37,09 39,5 - - 2,4 6,50 Equity 48,1 62,18 80,95 94,1 4,46 13,15 16,25 Total assets 787,9 1.035,3 1.074 1.222,7 1.362,5 247,4 31 140 11,43 Year 2016 Criteria Charter Capital 52,56 Capital 590,5 726,7 823,4 1.039,1 1.089,8 136,2 23 51 Mobilization Loan 460,8 557,67 639,4 741,2 838,2 96,89 21 97 balance Bad debts 1,46 1,1 0,97 0,78 0,61 (0,36) (25) (0) (%) Numbers of transaction 496 496 537 583 621 38 places Profits 8,5 11,34 18,3 23,1 23,07 2,84 33 (0,03) ROAA (%) 0,94 1,00 1,39 1,61 1,45 0,06 (0,17) ROAE (%) 14,69 18,09 25,49 25,99 21,11 3,40 23 (0,49) Source: VCB Annual Report 2016-2020 and author's calculations [22] 4,88 13,09 (21,8) 6,52 (0,13) (10,5) (18,8) a Equity, charter capital: As of December 31, 2020, VCB's equity reached VND 96,300 billion, equal to more than times compared to 2016 and an increase of VND 15.6 trillion compared to 2019, the rate of increase of 19.07% b Total assets: Total assets of VCB have continuously grown strongly over the years, especially in 2020 reaching VND 1,362.5 trillion (over a million billion VND) 18 c Capital source: VCB's mobilized capital by the end of December 31,2020 reached VND 1,089.8 trillion, an increase of 4.88% d Credit activities and credit quality: As of December 31, 2020, VCB's loan balance reached 838,200, more than times higher than in 2016, the highest rate of increase compared to major domestic state-owned commercial banks at 13% e Profit and other payment services f Profitability indicators (ROAA, ROAE) 3.1.3.2 Some results achieved in transforming the business model following the fourth industrial network trend Table 3.2 Overview of information technology application situation at VCB Year 2016 2017 2018 2019 2020 405.928 519.583 772.016 1.214.413 1.724.019 159.434 251.483 389.716 626.48 1.016.897 39,3 48,4 50,5 51,6 59 1.218 1.366 1.549 1.705 1.943 15.615 16.227 17.275 18.948 20.062 336 451 607 656 726 2,2 2,8 3,5 3,5 3,6 Criteria Total number of client transactions (thousands of deal) Numbers of online transactions of clients (thousands of deal) Online transaction rate/total number of customer transactions % Investment capital for IT (Buy machine, software, training…) Total number of employees ( person) + IT intensive workers + Proportion of IT/total labor Source: Center for Information Technology, VCB's Organizing Committee and the author's calculations 3.2 THE SITUATION OF HUMAN RESOURCES DEVELOPMENT AT VIETNAM JOINT STOCK COMMERCIAL BANK FOR FOREIGN TRADE IN CONDITIONS of Industry 4.0 3.2.1 Development of the number of human resources of Joint Stock Commercial Bank for Foreign Trade of Vietnam in the context of Industry 4.0 Table 3.3 Number of VCB staff from 2016 to 2020 Unit: Person Year 2016 2017 2018 2019 Criteria 19 2020 SS 17-16 SS 20-19 +/- +/- TL% TL% Total 15.615 16.227 17.275 Number of workers by gender Male 5.599 5.808 6.191 Female 10.016 10.419 11.084 Number of employees by nature of work Number of employees in 336 451 607 IT Number of professional 11.478 11.903 12.769 workers Number of employees 3.801 3.873 3.869 serving 18.948 20.062 612 3,92 1.114 5,88 6.789 7.265 12.159 12.797 209 403 3,73 4,02 476 638 7,01 5,25 656 115 34.2 70 10,7 14.647 15.787 425 3.7 1.140 7,78 3.645 72 1.9 -96 -2,6 726 3.549 The number of volatile workers increases every year Increased number of employees Number of new recruits annually Number of additional IT workers Number of additional employees 539 612 1.048 1.673 1.114 73 13,5 -559 -33,4 605 659 1.152 1.764 1.256 54 8,9 -316 -17,9 33 135 169 72 85 102 309,1 13 18,1 572 524 893 1.692 1.171 -48 -8,4 -521 -30,8 Source: VCB Human Resources Organization and author's calculations Firstly, to develop the number of VCB employees by gender; Secondly, develop the number of employees according to the nature of the job; Third, the growth rate of the number of IT workers is faster than the growth of human resources in general; Fourth, the proportion of laborers who have not yet met the requirements of Industrial Revolution4.0 tends to decrease over the years 3.2.2.2 Qualifications of human resources of Joint Stock Commercial Bank for Foreign Trade of Vietnam Firstly, in terms of professional qualifications; Second, the working skills of VCB employees; Third, professional ethics and labor discipline; Fourth, the level of professional software use; Fifth, the IT management level of the IT workforce Table 3.3 Education level of VCB staff from 2016-2020 Unit: Person Year 2016 2017 2018 2019 Average growth rate of years (%) 2020 Criteria Doctor 18 19 19 20 20 22 5,16 Master University College Total 1,853 9.943 3.801 15.615 2.043 10.292 3.873 16.227 2.295 11.992 3.869 17.275 2.406 12.877 3.645 18.948 2.568 13.878 3.594 20.062 8,73 7,76 -0,68 5,79 Source: VCB Organizing Committee and the author's calculation 3.2.2.3 Develop a synchronous balance between management labor, direct labor, professional labor and support labor 3.2.2.4 Labor productivity of human resources Joint Stock Commercial Bank for Foreign Trade of Vietnam In general, in terms of human resource quality, VCB is one of the commercial banks in Vietnam with the best quality in the current period, due to its quite correct orientation in accordance with the requirements of Industry 4.0 Table 3.14 Labor productivity and work efficiency of VCB from 2016 -2020 Unit: billion VND/person SS 17-16 SS 20-19 Year 2016 2017 2018 2019 2020 1,869 1,994 2,165 0,712 1,093 44 45 33,6 +/- TL% +/- TL% 2,213 0,276 17,33 48 2,22 1,746 1,759 0,256 56,14 0,013 0,74 48,5 52.2 53 2,27 0,8 1,53 35,8 36,4 38,2 39,6 2,2 6,55 1,4 3,66 0,49 0,40 0,35 0,30 0,24 -0,09 -18,99 -0,06 -18,93 0,16 0,11 014 0,12 0,09 -0,05 -31,25 -0,03 -25,00 Criteria 1.Vet person revenue/ 1,59 profit/ 0,45 2.Net person 3.Capital mobilization/ person 4.Outstanding balance/ person 5.Bad person debts/ Hard person debts/ Source: VCB Organizing Committee and the author's calculation 21 3.2.3 Developing human resources according to structure at Joint Stock Commercial Bank for Foreign Trade of Vietnam in the context of Industry 4.0 3.2.3.1 Structure of human resources by job group, in which IT workers increase the fastest Table 3.4 Labor structure by work group of VCB Unit: person Year 2016 2017 2018 2019 2020 Total 15.615 16.227 17.275 18.948 20.062 Number of IT workers 336 451 607 656 726 2,15 2,78 3,51 3,46 3,62 12.903 13.799 15.573 16.778 78,73 79,52 79,88 82,19 83,63 2.986 2.873 2.869 2.719 2.558 19,12 17,71 16,61 14,35 12,75 Criteria Rate (%) Number of professional workers using 12.293 technology software Rate (%) Number of serving employees Rate (%) Source: VCB Organizing Committee and the author's calculation Chart 3.1 VCB's labor structure by work group Source: Table 3.2 3.2.3.2 Structure of human resources by gender 3.2.3.3 Structure of human resources by age 3.2.4 Factors affecting human resource development at Joint Stock Commercial Bank for Foreign Trade of Vietnam during the fourth industrial revolution 3.2.4.1 Recruitment work Model 3.1 Steps of VCB's recruitment process Notice of recruitment needs Organizin Examinatio g the first n for the round of second the round of theory interviews Source: VCB's Organizing Committee Receiving and check ing profiles Recruitment and signing decisions 3.2.4.2 Annual training in the direction of annual technology standardization + Develop and manage training plans Identify Implementation Builtof developing and Additional Model 3.2 The process managing VCB's training plan training and evaluation training of adjustments needs training plans plans to the 22 training plan About the forms of training 3.2.4.3 Personnel treatment 3.3 THE SITUATION OF HUMAN RESOURCES DEVELOPMENT AT VIETNAM FOREIGN TRADE JOINT STOCK COMMERCIAL BANK THROUGH SURVEY DOCUMENTS 3.3.1 Survey results on human resource development and factors affecting human resource development at Joint Stock Commercial Bank for Foreign Trade of Vietnam To have an objective view of the quantity, quality, labor structure of VCB and the factors affecting the human resource development of VCB in the period of Industry 4.0, the author sent a survey form according to Appendix (Form 01 and 02) The specific results are as follows: 3.3.1.1 Opinions on the number and structure of human resources Joint Stock Commercial Bank for Foreign Trade of Vietnam 3.3.1.2 Opinion on the quality of human resources of Joint Stock Commercial Bank for Foreign Trade of Vietnam 3.3.1.3 Opinions on factors affecting human resource development at Joint Stock Commercial Bank for Foreign Trade of Vietnam 3.3.2 Survey results, interviewing and collecting expert opinions on human resource development at VCB 3.4 ASSESSMENT OF HUMAN RESOURCES DEVELOPMENT AT VIETNAM FOREIGN TRADE JOINT STOCK COMMERCIAL BANK 3.4.1 Result 3.4.2 Limitations in human resource development at Joint Stock Commercial Bank for Foreign Trade of Vietnam 3.4.3 The cause of the restriction Conclusion of chapter CHAPTER SOLUTIONS FOR HUMAN RESOURCES DEVELOPMENT BANK VIETNAM FOREIGN TRADE JOINT STOCK COMPANY PERIOD THE FOURTH INDUSTRIAL REVOLUTION 23 4.1 OBJECTIVES, VIEWPOINTS FOR HUMAN RESOURCES DEVELOPMENT OF HUMAN RESOURCES COMMERCIAL BANK FOR VIETNAM FOREIGN TRADE JOINT STOCK COMPANY AND HUMAN RESOURCES DEVELOPMENT TRENDS OF COMMERCIAL BANKING IN THE INDUSTRIAL REVOLUTION 4.1.1 VCB development goals until 2030 With the goal by 2025 with a vision to 2030 to become the No Bank in Vietnam, one of the 100 largest banks in Asia, one of the 300 largest financial groups in the world and is managed according to international practices the best, one of the 1000 largest global enterprises Detail: Table 4.1 Some key business targets to 2030 YEAR CRITERIA 2021 2022 2023 2024 2025 (BILLION VND) 2026 to 2030 Number of employees 21.512 22,648 23,546 23,897 25,110 6% Total assets 1.555.014 1.775.954 2.028.826 2.317.505 2.649.080 14,3% Lending to customers 950.732 1.085.447 1.239.164 1.414.017 1.612.244 14,2% Customer deposits 1.163.685 1.316.938 1.490.269 1.685.651 1.905.101 13,2% Equity 137.445 173.367 216.982 269.781 336.421 25,5% BAD DEBTS < 1% < 1% < 1% < 1% < 1%