Learning and Development at Vietnam Maritime Commercial Joint Stock Bank

ContentsEXECUTIVE SUMMARY31.INTRODUCTION52.FISH BONE ANALYSIS62.1. Material72.2. Human Resources82.3. SOP82.4. Environment83.STANDARD OPERATING PROCEDURE8The Exiting SOP9The innovative SOP144.DASH BOARD174.1. Number of Classes194.2. Number of Participants204.3. Class Participation204.4. Number of Participants in Onboard Training205.RECOMMENDATIONS205.1. MATERIAL215.2. METHOD225.3. HUMAN225.4. ENVIROMENT235.5. DASHBOARD23CONCLUSION24REFERENCES26

ACADEMY OF FINANCE Learning and Development at Vietnam Maritime Commercial Joint Stock Bank HANOI, 2018 Contents 2|Page EXECUTIVE SUMMARY Vietnam Maritime Commercial Joint Stock Bank (MSB) is proud of being the first commercial bank established (in 1991) during the period of Vietnam’s economic reform and rapid development Over 28 years of development, thanks to the collective strength and pioneering spirit of our founding shareholders, MSB has constantly set new ground-breaking milestones in the finance and banking sphere The purpose of this research is to figure out the current process, synthesize and evaluate the effectiveness of Learning & Development activities at MSB, and from that we will come up with solutions which can improve the process of training activities in order to raise the quality of employees as well as minimize costs for this process The banking sector requires an extremely high quality of staff to adapt and thrive in the market In MSB, we recognized the main problem in training and development activities is quality of material and methods of training courses which is one of reason wasted up to $22.000/year and the year end evaluation score of 2020 is reduced by 1.1 compared to 2019 It reflects the quality of training and staff's performance is decreasing By using the Fish bone diagram, our group had already found out the problems that the bank is facing to find the most affecting ones After that, we will give some suggestions of method which increases training efficiency and staff quality to the highest level We will also introduce mode of operation in 4.0 which saves not only about $3,000 per year for MSB but also considerable manpower saving We hope that our proposal can help the bank improve its labour efficiency and quality of operation, maximize the profit and have lowest learning and developing costs Although it will change the old way of operation, it requires labour to be more productive and take amount of money for material, it helps the operation of the bank smoothly and offers more potential for development 3|Page INTRODUCTION MSB has been growing steadily based on strong foundations: Strong financial potential with total income (TOI) of the bank reached $481694402.42; Best risk management capacity and credit model in the market evaluated and rated by the most prestigious credit rating agencies in the world; Strong customer base growth; A wide network of branches and transaction offices; And enthusiastic, energetic and innovative team MSB is proud of being led by a team of professional and experienced senior leaders, including many leading local and regional banking experts; and operated by a team of nearly 7000 dynamic and professional employees MSB has been creating competitive advantages with a fair work environment which facilitates creativity, innovation and always focuses on talent learning and development With the extensive competition , greater demand for providing better product and services, continuously changing in technology and business environment in commercial banking sector demanding more than ever in the past the emphasis on trained employees in order to meet the requirements of the customer and the business survival, banking industry now calling for up to date/latest and broader banking knowledge, skills, abilities for maintaining their existence and growth, which demand for the proper and effective training to the employees With the current high demand for employees quality, MSB is increasingly focusing on employee learning and development, and this is performed and evaluated by Learning & Development (LnD) center In 2019, LnD center organized 112 study programs including 41 programs for in-house training, 17 programs that the Bank cooperated with its partners which are held at MSB (in4|Page house), and 46 programs employees go to public class It is total 347 classes, 257 classes taken by Internal lecturers, 35 in-house classes, and MSB supported employees to join 46 public classes organized by domestic and foreign partners The number of employees trained in 2019 was 5,679, accounting for 71% of the total employees in the whole system Learning activities at MSB are demonstrated through the following specific programs: Firstly, it is new employee training program This is the training program with the largest number of classes and the most costly in the bank Through this training course, the Bank has screened and selected employees who could satisfy the requirement of the actual work Secondly, Product training program at MSB is built for employees who are working in the bank LnD center has organized 150 classes with the participation of 1782 staff for this program Beside, Skills training program is one of the programs being promoted by MSB such as leadership skills, primary management skills, delegation skills, building a professional image and golden principles in communication, MSB continues to hire external partners to perform Finally, in addition to the internal courses organized by the Bank, the LnD center has sent 213 employees to study 46 public courses in the country and sent 15 employees to participate in training courses abroad FISH BONE ANALYSIS 5|Page  The Problem Training courses at MSB are held annually for employees to improve their qualifications, knowledge and increase the quality of work However, according to the statistics, the average score at the end of the course in 2020 is 1.1 points lower than in 2019 In other words, there is a marked decline in the output quality of the 2020 training course The lower score reflects the level of post-trained trainees is not as good as in 2019 With such a decrease in average test, there are about 500 trainees fail in 2020, the Learning and Development Department of the company must spend about 21,700 USD for retraining  The Causes: 2.1 Material Material is the decisive factor that makes the good quality of a training course One of the most important materials is the lecture However, there is an existing problem that many lectures are not well prepared before going to class, making it difficult for trainees to acquire the knowledge they need to learn Lectures are not yet spirited, not linked to the actual work of trainees, so the quality of learning is not as good as expected 6|Page In addition, there is a lack of investment in infrastructure and facilities for trainees to study Firstly, MSB has not built a general training management system, so it is difficult for trainees to find out information about courses as well as refer to learning materials Secondly, the facilities for training classes are deficient For E-learning, the company is not able to fully prepare computers and headphones for trainees With in-class lessons, MSB still has to rent an outside room to organize class Before each course, it is important to collect data on the training demands of the staff members to choose and conduct an effective training However, the survey data is still cursory, not focused and has not gone into the practical issues of employees 2.2 Human Resources The human resources factor needs to be emphasized in the training process A decline in quality of training could result from a decrease in the quality of the faculty Currently, many good lecturers have quit their jobs, in addition, some lecturers have not been standardized in teaching skills The employees in the company also not attach importance to training Specifically, the proportion of faculty members as senior managers is very small, instead, lecturers with less experience and knowledge teach classes more often because senior managers have quite busy schedules Low level managers will not be able to deliver the best lectures to trainees 2.3 SOP Method is a very important part of building a successful and effective training course In order to achieve good results of training, the lectures need to be interesting, lively and attractive However, MSB currently does not have a system and basis to check the quality of lectures As a result, the quality of lectures is unequal, not connected with other lectures In addition, reviewing lessons before the exam is an important factor to help students to memorize knowledge but not be done carefully 7|Page The poor quality of lectures or the fact that the lecturers have not properly invested in their teaching also comes from the very low salary paid to the lecturers, currently about 4.35 USD/hour 2.4 Environment MSB has not created an environment to encourage staff to participate in training Due to not attaching training as a criterion to measure the KPI's labor performance, the company has not yet motivated employees to participate in training Instead, managers often place a heavy emphasis on employee sales, causing most employees to focus on the sales and unable to arrange time to attend training courses STANDARD OPERATING PROCEDURE A Standard operating procedure (SOP) is a procedure specific to your operation that describes the activities necessary to complete tasks in accordance with industry regulations, provincial laws or even just your own standards for running your business Any document that is a “how to” falls into the category of procedures In a manufacturing environment, the most obvious example of an SOP is the step by step production line procedures used to eke products as well train staff For training activities at MSB, the SOP is a step-by-step guide to implementing the steps in organizing training activities in the bank  The Exiting SOP 8|Page Step 1: Notice of course enrollment Ten days before the start of the course, based on the training plans of the units from time to time, as well as the program objectives and participants Training and development implementation: For training programs that need to recruit participants: LnD makes enrollment notices sent to the units Training assistant at the communication unit to the staff of the unit to register to participate in training For training programs that not require enrollment: LnD will send invitations to participants to attend the course Step 2: Sign up for training For training programs need to recruit participants: Upon receiving the enrollment notice, based on the training needs of the unit and the course 9|Page subject, the unit shall make a list of training registration according to the form sent to the training assistant at the application position to synthesize the list of staff participating in training and submit to the leader of the unit for approval, send the list of trainees to LnD For training programs that not require enrollment: Unit confirms the participation in training of its employees The unit reminded employees to participate in the study in accordance with the Bank's regulations; Step 3: Compile the list of trainees and learners Five days before organizing the course, Based on the unit's registration list to participates in training and the subject of the enrollment notice, LnD reviews and agrees with the units Step 4: Submit to the Leaders for approval to organize the training course After obtaining the required information from the units on the organization of training for employees, LnD made a report to submit to leaders for approval of the organization The report includes the following information: name of the course, target of the trainees, list of students, time of organization, form of assessment, organization cost, organization form, list of trainers If the training content and the list of trainers were not correct, LnD was sent back to the unit to rework If qualified following the instruction form from LnD, continue to the next step Step 5: Sending an invitation letter to the participants Sending a letter inviting trainers to participate in teaching: Based on the list of trainers, arrange appropriate teaching schedule, send invitations to trainers The invitation content includes the following information: Course name, location, lecture time, lecture content, and clue to support the class After receiving the training schedule, Trainer returned the materials to LnD so that LnD would prepare it to print it out for the participant; LnD sent out invitations to the participants: Three days before the course, Based on the participant list, LnD sent an invitation letter to participants and cc to the participant's unit leader; The content of the invitation includes: course 10 | P a g e name, study time, study method, target of participants, attached instruction information, clue to support the class Step 6: Prepare for the organization LnD in collaboration with unit preparing to organize training, Includes the following: Prepare tea break, Prepare classroom support tools, documents, lists, attendance records, course quality assessment sheets, Arrange training room according to request from trainers; Step 7: Conduct training course On the opening day: Training officer hand out materials to participants and sign attendance at the beginning of the hour, Opening the course: Inform participants about the time of study, the rules of the class, the rules of training, dissemination of curriculum, exam schedule and final exam format; During class: Training Officer support for instructors to use classroom equipment; Track course progress, recording information about the participant's status; End courses: Training Officer distribute course survey form; guide participants on the principles for completing course evaluation sheets; Collecting evaluation form from trainees; Organizing final exams for participants at the end of the course;Training officer enters class data including the following information: participant code, name, title, participant's unit, course name, start time, end time, training method, training location, duration of course, participation status, test scores after training course; The name of the trainer for that module, the information of the trainer such as: staff code, the title of the trainer, the unit of the instructor, the participant's rating on the teaching quality of the instructor All of the above information is entered by the Training officer to save data to export whenever needed 11 | P a g e Step 8: Post-course assessment report: Training officer this within five working days after the course ends; At the end of the training course, LnD synthesized and made course reports: Data entry of course quality assessment sheets, synthesizing participant opinions; Notify the results of training quality assessment and participation in training to trainees, trainers, trainees' managers, and training assistants at the unit Step 9: Payment of training costs: working with the accounting department; LnD makes payment vouchers for the course (including invoices, class organization expenses) according to the instructions of the accounting department Submit a request for payment to the Director of LnD and send it to the accounting department; The accounting department shall pay the course costs in accordance with the Bank's regulations; Step 10: Pay the cost of the end of the course: LnD prepares documents related to the course, sends it to the accounting department to submit the payment for training costs Step 11: Payment implement: The accounting department submits to the leader to pay for the training expenses Step 12: Storing course records Training officer enters class data including the following information: participant code, name, title, participant's unit, course name, start time, end time, training method, training location, duration of course, participation status, test scores after training course; The name of the trainer for that module, the information of the trainer such as: staff code, the title of the trainer, the unit of the instructor, the participant's rating on the teaching quality of the instructor All of the above information is entered by the Training officer to save data to export whenever needed And this is the proposed process 12 | P a g e  The innovative SOP Step 1: Build detail monthly training plan On 20th every month, Base on the approved quarterly training plan and the program implementation resources, LnD plans to develop monthly training plans Step 2: Provide list of participants and list of trainers On 25th every month, The Design Division provides a list of trainers who teach the training programs For training program that arise and have not been approved in the quartly plan, the Design Division supplements the training proposal approved by the complete the monthly training plan The beneficiary Division provide a list of participants who participate in the monthly planned training program For courses that required training bond, the Beneficiary Division sent the staffs training bond to LnD; Step 3: Review and feedback Two working day after receiving information from Design Division and Beneficiary Division, LnD reviews and feedbacks to ensure that the information received from Design Division and Beneficiary Division is complete, accurate and 13 | P a g e up to date In case the information is incomplete, inaccurate and out of date, LnD need to request the Design Division and Beneficiary Division to adjust Step 4: Send invitation to participants; Three working days before implementing the training program, LnD sends invitation to trainers and learners; Step 5: Prepare logistics Two working days before implementing the training program; LnD prepare logistics for training program, including classroom support tools, document attendance list, training qualities survey, classroom arrangement according to basic standards or trainers request; create online training programs (E-learning module, exams final assessments) on the system and assign learner accounts to the program; Step 6: Implementing training program; LnD implements the training program according the training plan; Such as: organize training course Training officer gives participant attendance records to sign, invite participants to enter the class, opening the class, notify class rules The Training officer sits in the classroom and assists the instructor during the teaching process Record points to note in the teaching and learning process Step 7: Participate in training program According to the training plan, Beneficiary Division’s staff participate in the planed training and carry out tests/assessments as require by LnD Participants receive study materials, prepare pen and paper to take notes in the learning process, and actively participate in classroom activities 14 | P a g e Step 8: Post training evaluation report Training officer prepares an assessment on the online survey link, generates a QR code At the end of the course, participants scan a QR code and perform the assessment The Training officer publishes files from the Survey online system to synthesize the evaluation After completing the training course, LnD will evaluate, synthesize and report the course: Guiding to post-course quality assessment and tests; Synthesizing course assessment data, test score results and make training report; Notifying the results of course quality assessment and participation in training to the Design Division and Beneficiary Division Step 9: Store data Training officer enters class data including the following information: participant code, name, title, participant's unit, course name, start time, end time, training method, training location, duration of course, participation status, test scores after training course; The name of the trainer for that module, the information of the trainer such as: staff code, the title of the trainer, the unit of the instructor, the participant's rating on the teaching quality of the instructor All of the above information is entered by the Training officer to save data at Training Store Data System, Training Manager or Accounting department can export whenever needed Step 10: Make the payment Seven working days after the end of the course, Finance department implements the training course according to the LnD’s document from Training Store Data System The training officer put payment information on the training data storage system The accounting department takes the information that LnD posted from the system to make the payment If the payment information on the Training Data Storage System is incorrect, the accounting department requires LnD to redo the payment information 15 | P a g e If the payment information on the Training Data Storage System is correct, the accounting department will continue to submit to the leader to pay this training fee to end the training cycle End: end of training process DASH BOARD Executive Dashboards, also known as strategic dashboards, are a graphical interface using real-time data Dashboards consolidate and cooperate figures, Key Performance Indicators (KPIs), and sometimes performance scoreboards on a single screen, tailored for executives and managers Executive dashboards focus on specific data that is critical for decision making, thus improving the decision quality which might lead to achieving solution Figure Number of Classes 16 | P a g e Figure Number of Participants (by teams) Figure Class Participation Figure Number of Participants in Onboard Training A staff training dashboard allows HR teams to track, analyze and report on training KPIs The dashboard makes it easy to combine data from all systems and to deeply explore this data directly within the dashboard This 17 | P a g e way, HR teams can quickly find insights that will improve recruiting, optimize workplace management and enhance employee training class performance We present the staff training dashboard with components of: Number of training class; Number of participants; Class participation; and Number of participants in Onboard Training 4.1 Number of Classes Firstly, we can see that most of the staff training class was organized by Team RB (297 classes) and Team Support (286 classes) which both take up to 43.10% of total training class each This indicate that employee’s from RB and Support team would receive training to improve themselves many times while employee’s from EB and TNG team would not Furthermore, almost all of the class are Inclass training (how to things, on paper) which mean those employees lack practical skills If MSB could put in time for ‘on-site training’ (learning through field work) in the SOP process It might help employees put theories they have just learn into practice right away 4.2 Number of Participants Secondly, 86% of all participants came from RB team but the second most participated team, Support team, is only 8% Therefore, when looked at the overall performance after training through participant statistic alone then performance of employees from RB team would affect the results heavily Since employee’s quality assessment only look at the performance but not which team employee belong to, it would make the evaluation become incorrect 4.3 Class Participation Thirdly, 75% of employee joined the classes while the rest was absent, reasons provided are mostly because of being busy with work or personal matter which prevent them from joining This criterion has the same problem as the seconded criteria, since the overall evaluation only look at the quality of all participants that 25% absent employee would pull down the assessment of 75% employee who actually trained 18 | P a g e 4.4 Number of Participants in Onboard Training Last by not least, of all the participants took part in Onboard training (training for new employee) there only 46% joined Inclass, 32% joined through E-learning while the rest is either absent or did not participate at all Looking at both ‘Number of training class’ and ‘Number of participants in Onboard Training’, 32% participants joined in through E-learning (5% of total classes) is not efficient way of training, especially to new recruits Since quality of employee after Onboard Training is getting lower, it seems that E-learning might not be the best way the train those who did not know how MSB operate RECOMMENDATIONS The purpose of this research is to figure out the current process, synthesize and evaluate the effectiveness of Learning & Development (LnD) activities at MSB, and from that we will come up with solutions which can improve the process of training activities in order to raise the quality of employees as well as minimize costs for this process In MSB, we recognized the main problem in LnD is quality of material and methods of training courses which is one of reason wasted up to 21,729.33USD/year (the quality of staffs after training decreased compared to 2019 and causing a loss of about 21,729.33 USD for retraining cost) and the year end evaluation score of 2020 is reduced by 1.1 compared to 2019 It reflects the quality of training and staff's performance is decreasing By using the Fish bone diagram, our group had already found out the problems that the bank is facing to find the most affecting ones After that, we will give some suggestions of method which increases training efficiency and staff quality to the highest level 5.1 MATERIAL Improve the quality of information collection and increase teaching facilities and techniques In the era of industrial revolution 4.0, modern facilities and equipment integrated with digital conversion tools such as video conferencing tools Skype, Gotomeeting, Blue jeans; chat and resource sharing 19 | P a g e application for Microsoft Teams; OneNote application; Stream; Reader Analytics reader analysis application; look up Tflat dictionary; Wolfram Alpha online service; Power BI tools and learning management systems Blackboard, WebCT, Desire2Learn, ANGEL, Sakai, Moodle are extremely important and vital for training and retraining institutions MSB still has many limitations on the training management system For example, the lack of LMS training management system leads to deficiencies in the course information, some of the trainees not receive course information such as review materials MSB can use the LMS training management system to remedy this MSBs can also use QR code scanning software for attendance and post-course evaluation, in order to reduce LnD's operating costs In addition, MSB should apply solutions to improve the quality of the end-of-term exams such as organizing review, guiding pre-exam review for focused and focused students; coordinate with the Head of the unit to improve the learning spirit for the employees in the unit; organize training courses and feedback for unit leaders, so that they perform training for staff at the unit 5.2 METHOD Show your employees value other than their salary Share with them the big goals of the company, help them understand how the company creates a good working environment, the humanistic values "tangible" the company is aiming for, or "playing field" for everyone to live with passion and show talent Show them the meaning of the work you are doing, the impact it has on the community, with the personal development of each member of the team When you demonstrate and help employees understand that working at your company, your team, your employees will reap more than money, they will want to give more Besides that new skills and knowledge gained during training simply won’t stick if learners don’t get a chance to apply them in the workplace In other words, companies run the risk of wasting a significant portion of their training investment if employees aren’t given the opportunity to practice 20 | P a g e Managers should collaborate with trainers to provide employees with opportunities to practice what they’ve learned in “safe to fail” spaces, like roleplays with colleagues, or eLearning scenarios and serious games and managers can provide hands-on supervision when employees apply trickier new skills in the workplace, or allow employees to complete a new task with them Finally, perfecting policies to support employees when participating in training; raising the teaching support money for local teachers from 4.35 USD/ hour to 8.69 USD/ hour and there are mechanisms and sanctions against students who have not consciously participated in training 5.3 HUMAN A manager’s role in training and development is essential because they spend so much time with employees Managers can use simple daily interactions to show employees that training is a priority This constant interaction between manager and employee can be leveraged to improve training by consciously fostering a learning culture within the organization An effective learning culture starts from the top, and is cascaded throughout all levels and no exceptions Training programs can also take advantage of managers’ daily interaction with employees by incorporating managers into structured post-training activities These can range from on-site assessment to incentive when employees find changes difficult to make and maintain In addition, MSB needs to apply solutions to develop the capacity of teachers / managers such as training to improve teachers' skills through training science; organize monthly sharing sessions among lecturers; Design standard teaching stamps for internal trainers 5.4 ENVIROMENT At MSB, the manager has not created conditions for employees to participate in training, for example, attaching training as a criterion to evaluate the measurement of labor performance KPIs In KPIs, training criteria accounts for 5-10% Setting measurable KPIs is always advised, too – the cliches that what is measured can be achieved is worth taking seriously Managers should 21 | P a g e work together with employees to establish areas for development, and find ways to quantify their goals The manager’s role in training also extends to communicating training expectations to their team All employees should know how their participation in training will affect their performance reviews and advancement opportunities Proposing the solution is that the employee must complete 30 hours of training / year and the final score must reach points or more to complete the KPI If the employee completes the KPI, they will receive the full salary And finally, create a competitive learning environment for students to strive to learn and link training roadmap with career promotion development roadmap so that students have motivation to participate in training 5.5 DASHBOARD Almost all of the class are Inclass training (how to things, on paper) which mean those employees lack practical skills If MSB could put in time for ‘on-site training’ (learning through field work) in the SOP process It might help employees put theories they have just learn into practice right away Advanced technology helps online training in enterprises to develop outstanding advantages By using online methods of employee training, businesses will save countless time and costs for training as well as learning Resources are often available so staff can comfortably study at any time In particular, online training also helps to manage the process and quality of online training quite closely However, based on the analysis of Number of participants in Onboard Training, the quality of staff after Onboard Training is getting lower and lower, MSB can review the way they apply blended learning MSB needs to upgrade training applications in E-learning training and apply Elearning solutions to improve the online training system The first is initial online training, which means learners go through an online learning process to understand the concepts Videos can also be used to present topics that can be better understood visually The second is class time, which is time spent in class effectively used by teachers to gain a deeper understanding of 22 | P a g e topics that learners need support Lessons may include hands-on activities under the supervision of an instructor The third is performance-based assessment with the learner performing a certain task to evaluate both learners' knowledge and skills Finally, periodic training through modules or eLearning seminars enhances the knowledge and skills needed by learners for effective implementation CONCLUSION Training presents a prime opportunity to expand the knowledge base of all employees, but many employees miss out on work time while attending training sessions, which may delay the completion of projects Despite the potential drawbacks, training and development provides both the company as a whole and the individual employees with benefits that make the cost and time a worthwhile investment With the analysis and recommendation in this research, we partly reflect the current situation and solutions to improve training activities at MSB In the new process, the bank has reduced risk in training evaluation thanks to LnD reviews and feedbacks to ensure that the information received from Design Division and Beneficiary Division is complete, accurate and up to date in two working day after receiving information This minimizes the selection of the wrong employees to be trained, thereby training the right subjects, with the right focus as well as saving significant costs for the bank This process also helps MSB bank to save nearly $22,000 per year without reorganizing to train and retest In addition, Post training evaluation evaluation report using online survey helps the bank reduce $3,000 per year for hard copy printing and labor costs when they have to input from hard copy data 23 | P a g e In the near future, MSB bank will continue to improve training and development of human resources, with people as the center This helps the bank's operations develop more sustainably thanks to the availability of high quality human resources for a strong competitiveness in the market 24 | P a g e REFERENCES https://www.msb.com.vn/gioi-thieu https://smallbusiness.chron.com/employee-development-set-job-tasks-11157.html Cause-and-effect diagrams, Group Behaviour and Team Buiding, April 2008 Transcripts 2019, 2020 of MSB Report of Training session 2019, 2020 of MSB Report of Training expenses 2019, 2020 of MSB https://www.msb.se/en/operations/taking-part-in-a-mission/training-and-exercises-forthose-who-are-registered-on-msbs-roster/ https://www.business.vic.gov.au/marketing-and-sales/growth-innovation-and- measurement/improving-business-innovation-and-examples https://www.forbes.com/sites/theyec/2019/05/02/12-smart-ways-to-encourageemployee-innovation/?sh=4f224360fc9f 10 https://www.youtube.com/watch?v=-oBhZSRgKtg 11 https://www.youtube.com/watch?v=LrtLig0yYrs 12 Nancy R Tague, 2005, The Quality Toolbox, Second Edition, The "Quality Improvement Stories" 13 Quality Nugget: Creating Ishikawa (Fishbone) Diagrams With R (Software Quality Professional) A fishbone diagram connects causal links in major categories with an outcome, or effect This article explains how to make one with the Six Sigma package in R 14 Fish(bone) Stories (Quality Progress) The method behind the fishbone diagram is older than many of its users The authors explore how digitizing one of the seven basic quality tools—the fishbone diagram—using mind mapping can significantly improve the tool 15 Philip Gourevitch and Errol Morris, 2008, Standard Operation Produce 16 Making Smarter Decisions When You Don’t Have All the Facts by Annie Duke 17 A Practical Guide to Making Better Decisions by John S Hammond, Ralph L Keeney, and Howard Raiffa 18 Thinking, Fast and Slow by Daniel Kahneman 19 How to Use Everyday Ingenuity to Solve Problems Big And Small by Barry Nalebuff and Ian Ayres 20 How We Decide by Jonah Lehrer 25 | P a g e ... SUMMARY Vietnam Maritime Commercial Joint Stock Bank (MSB) is proud of being the first commercial bank established (in 1991) during the period of Vietnam? ??s economic reform and rapid development. .. environment which facilitates creativity, innovation and always focuses on talent learning and development With the extensive competition , greater demand for providing better product and services, continuously... With the current high demand for employees quality, MSB is increasingly focusing on employee learning and development, and this is performed and evaluated by Learning & Development (LnD) center