Training and Development at Techcombank

1.Training and Development theory:1.1.Orientation:1.2.Training:1.3.Development:2. Training and Development of Techcombank:2.1. Techcombank overview:2.2. Training and development process.2.2.1. Training needs analysis.2.2.2. Training Design.2.2.3. Organize the implementation of Training and Development2.2.4. Training and Development Activities Report:3. Evaluation and Solutions:3.1. Advantages and achievements:3.2. Problem and Solution:3.2.1. In Implementation Process:3.2.2. Training evaluation:

VIETNAM NATIONAL UNIVERSITY TRAINING AND DEVELOPMENT AT TECHCOMBANK Supervisor: Dr Vu Thanh Son Ha Noi, 2020 Contents Training and Development theory: 1.1 Orientation: 1.2 Training: 1.3 Development: Training and Development of Techcombank: .5 2.1 Techcombank overview: 2.2 Training and development process 2.2.1 Training needs analysis .7 2.2.2 Training Design 2.2.3 Organize the implementation of Training and Development 10 2.2.4 Training and Development Activities Report: 11 Evaluation and Solutions: 12 3.1 Advantages and achievements: 12 3.2 Problem and Solution: 12 3.2.1 In Implementation Process: 12 3.2.2 Training evaluation: 13 2|Page Training and Development theory: 1.1 Orientation: Definition: Orients, directs, and guides employees to understand work, firm, colleagues, and mission Familiarizes new employees with the organization their jobs, their work unit and embedding the values, beliefs, and accepted behaviours of the workplace Goals: To reduce anxiety To develop realistic expectations 1.2 To reduce turnover To save time Training: Definition: Ensuring the acquisition of skills, behaviours and abilities to perform current work - The systematic process of altering the behavior of employees in a direction that will achieve organization goals - Training is related to present job skills and abilities - Training has a current orientation - Helps employees master specific skills and abilities needed to be successful  Training and Development Instructional Methods: 3|Page 1.3 Development: Definition: Ensuring the acquisition of skills, behaviours and abilities to perform future work, or solve a problem Diagnostic Steps in Development Programs: 4|Page Training and Development of Techcombank: 2.1 Techcombank overview: Vietnam Technological and Commercial Joint Stock Bank - Techcombank was established on September 27th, 1993 with the initial registered capital of VND 20 billion with the aim to become an efficient financial intermediary bridging the savers with the investors in need of capital for business and economic development in the open-door era Techcombank is ranked as one of the best banking Vietnam, it continues to be widely recognized as the Best Bank overall as well as a leading bank in a number of specific areas by some of the world’s most highly-regarded financial magazines such as the Asian Banker, Global Trader review and Asian Banking and Finance and Alpha South East Asia Techcombank has more than million customers to use personal financial service such as personal accounts, savings and loans It also has more than 300 branches across the country in order to best serve our customers, with a dense network of ATMs which are online 24/7 in order to help customer with cashiers Training & Development sub-department functions and missions:  Functions: - Strategic planning, training programs, human resources development throughout the system - Develop talent within and outside the organization in line with TCB strategy and BUs needs - Develop the ability to perform of human resources throughout the system - Detect needs, develop programs, and provide training programs across the system 5|Page  Missions: maximizing the use of existing human resources, improving the efficiency of the organization and giving employees a better understanding of their jobs, mastering their careers and performing their functions and tasks voluntarily better degree, as well as improve their adaptability to future jobs Techcombank HRM department’s structure: 2.2 Training and development process Techcombank has always been a transparent and comprehensive environment Not only in recruiting officials and employees, but the transparent environment creates an ideal environment for everyone to experience, challenge, show and maximize their capabilities Human resources are invested very large and comprehensive, expressed through elements: training, career 6|Page development, compensation and corporate culture Techcombank leaders consider investing in people as a strategic investment and always giving highest priority to this goal In terms of training, Techcombank is considered as a professional and methodical bank "human resource training school" Bank staff are not only trained before coming to work, but also continuously improve their professional skills through annual courses, in many forms In terms of staff development policy, Techcombank has a clear career roadmap for each job position at the bank and creates favorable conditions for each individual to achieve the set goals TRAINING & EMPLOYEES AUTHORITY DEVELOPMENT TRAINING ORGANIZATION PROCESS Training needs analysis Training design Training organization Training Evaluation Start End Table describing the process of organizing training implementation 2.2.1 Training needs analysis As an enterprise focusing on building internal resources, Techcombank regularly reviews objective reviews of the market and employees about the 7|Page working environment at Techcombank Techcombank builds outstanding competencies for its members through training & development based on a comprehensive regional training framework and a clear career development roadmap The Training and Development Division conducts the training needs survey of the unit - Implementation: training and development department - Term: before December 15 every year - Description of steps: • Step 1: Training and development department plans to conduct training needs survey • Step 2: Training and development department and / or human resources department send email notification, tools and instruction manual to implement training needs survey to the unit's focal point • Step 3: Based on the personal development plan and career roadmap of the staff, based on the Bank's business orientation and development strategy in the same period to register demand training / plan to organize training and send to training and development department and / or human resources department • Step 4: Training and development department registers the training needs of the unit, analyzes the relevance and feasibility After that, the training and development department reconfirms the information with the training unit of the unit  Using TNA helps Techcombank identify skills gaps in the team, thereby developing solutions to fill these gaps to suit the goals of the department and organization from which to build a Business Case for education program Training needs determine the training method There are no programs or methods to suit every need The training programs are selected on the basis 8|Page of harmonizing the desires of individuals with the goals of the business, in which business performance is given as a crucial influence criterion 2.2.2 Training Design Implementation: Training and Development Division • Step 1: Based on the results of the training needs survey of the organization and the training needs of the organization, the training and development department develops the annual training plan The content of the annual plan is specified in the Regulation on training and development of human resources Deadline: before January 30 of the year of implementing the plan • Step 2: Based on the annual plan, the training and development department conducts a monthly training plan Time limit before the 28th day of the month immediately preceding the month of organizing training Specific steps include: a Review the annual plan to determine which training courses will be implemented on a monthly basis based on actual needs at the time of implementation b In addition to the training courses included in the annual plan, the training and development department adds other courses proposed by specialized units to meet training needs at the time of deployment Units wishing to organize training courses in the next month need to send the plan to the training and development department before the 20th of every month of the previous month c The training and development department shall synthesize and develop a monthly training plan in accordance with the resources of the training and development department and the unit's operation d The Training and Development Department sends monthly plans to the units via email The content of the monthly detailed plan is specified in the Regulation on training and development of human resources 9|Page Some capacity development projects of Techcombank: - RMCap: develop the capacity of professional customer experts Jobcat Project: project grouping and capacity development for staff Project P6: improving selling capacity for frontline team Sakura Project: developing professional capacity for the Mass Afluence sales team (the segment of middle and high-income customers) - Lavender Project: developing the capacity of VIP service staff - SWAT project: building the capacity of technology operation team 2.2.3 Organize the implementation of Training and Development Outline the steps to implement training and development process at Techcombank as follows: - Center of Training and Development (T&D) announces course enrollment - The branch/transaction office/employees registered to participate in the training - The T&D Center summarizes the list of participants, sends invitations to employees to attend the course T&D Center must agree with the branch/ transaction office about the most suitable participant list This work needs to be done at least days before the course starts Based on the list of lecturers/ teaching assistants and participants, T&D Center arranges teaching schedule and sends lecturers invitations to teach courses The notice must include the following basic details: course name; list of participants and lecturers; Location and time of the training course; Attached information; Clue supporting training courses This work needs to be done at least days before the course starts - The T&D Center prepares and organizes directly the Training and Development courses T&D Center prepares for classes: materials, learning tools; scorecard list; class assessment form; tea-break This work needs to be done at least day before the course starts On the opening day, T&D Center distributes materials and disseminates the curriculum content to participants; Support teaching tools for lecturers Complete the 10 | P a g e attendance sheet and class quality evaluation forms from participants Organize the final exams for participants - After the course, the Center of T&D contributes the evaluation report They implement the course evaluation form and informs the evaluation/course results to the stakeholders This work needs to be done days after the course ends - T&D Center and Procurement Center make a request to pay for the training course - Financial & Accounting department be responsible for the cost of organizing the courses - The courses record are stored by T&D Center They tracks and imports course’s data into I-Training system and data management files for 10 working days after the course ends The current training and development programs at Techcombank are as follows: Internal training & development programs The internal training and development program is conducted by the T&D Center, the branch/transaction office and employees The specific implementation steps are as follows: - Branch/transaction office completes the proposal for internal training which must be approved by the competent authority and sent to the T&D Center This proposal must be made 10 days before starting the courses to ensure sufficient time for class preparation - Center of T&D receives the T&D proposal of the Branch/ transaction office, continues to submit the proposal to the Director of this department for approval - After the report is approved, the Center develops the programs in accordance with the Bank's regulations Training and Development courses hire external partners 11 | P a g e T&D Center, Procurement Center and the branch/transaction office execute and operate this courses The specific implementation steps are as follows: - T&D Center and the branch/transaction office prepares a budget policy statement, submits to the competent authority for approval and coordinates with Procurement Center to finalize the procurement proposal to make the selection and sign a contract with the partners according to the steps in the Process of Procurement of goods current affairs - After Procurement Center signed the contract with the T&D partners completely, the T&D center implements the training and development courses according to the Bank's regulations Techcombank's training and development activities are based on forms: - Training In-class - E-learning - Virtual Class In particular, the most popular and effective class is the In-class In fact, because of Covid 19 pandemic, Virtual Class was created and commonly used to ensure that Techcombank complied with social spacing in accordance with state regulations as well as safety for the employees Besides that, the Elearning class is also maintained to ensure the learning progress and help the training & development process not be stagnant due to objective factors 2.2.4 Training and Development Activities Report: Report on Training & Development activities conducted by Center of T&D, branch/transaction office and employees After completing the implementation of the annual training plan, Center of T&D has summarized and reported training and development activities This report includes: - The class assessment - Evaluate the level of participant through the final test each course 12 | P a g e This report must be made within 30 days of completing the implementation of the annual training plan 13 | P a g e Evaluation and Solutions: 3.1 Advantages and achievements: - Techcombank has developed a standard training process, in accordance with the standard training process applied by world organizations - The training and development process has been conducted smoothly, so it helped Techcombank organize over 57,334 turns of participants (with all methods of training In-class, E-learning and Virtual Class), with the number of courses / programs organized each year of 357courses and programs, with over 600 In-class classes organized - Capacity building for staff of bank-wise, adapt the human resource development needs of the Bank Realize one of the core values of the Bank is Personal Development - Leading in the quality of human resources in the banking system through training and improving one of the three main resources of the Bank: human resources 3.2 Problem and Solution: In addition to the achievements and advantages, training and development work at Techcombank also needs to be improved, as follows: 3.2.1 Regarding organizational work: Currently, Techcombank has main training method: In-class training, Elearning, Virtual Class With In-class Method: TCB Training and Development Center has done well, but with E-learning and Virtual Class, the class was not rated well by the students for the quality, the passing rate was low; The percentage of errors encountered is not significantly reduced and sales productivity decreased; The cause of this problem is as follows: - Organizing virtual classroom and E-learning participants not interact much - There is no group activity to solve practical situations; 14 | P a g e The solution of our group is to offer: Organizing post-training Workshops for distance learning (E-learning) and virtual classes, answering participants' questions, bringing real-life case study to train Members know how to apply knowledge into practice 3.2.2 Training evaluation: Regarding the post-training evaluation: - Currently, Techcombank Training and Development Center has only performed levels of assessment according to Kirkpartrick model, namely Level and Level (Assessing the organization of classes and assessing the results of learning However, according to Kirkpartrick, we need to take steps and to be sufficient to know the effectiveness of the training The lack of the remaining steps of the Kirkpatrick model affects the training quality of the organization as follows: - Techcombank will not imagine whether students will apply what they have learned in practice or not, - The Board of Directors has not yet realized how much the impact of training on the Bank's business results The cause of this: - Techcombank has not enough resources to perform the remaining steps; - Survey data may not find the exact number of training impacts Solution: - Thoroughly apply the assessment according to Kirkpatrick model to the training evaluation step - Choose a sample of the 10 most valuable classes in the organization but has the greatest impact on the bank's business 15 | P a g e - Designing the survey sheet via Survey Monkey to send to all levels in the Bank to evaluate how the students 'training results are and after training the students' business results - From that, make comments on the achievements of training and development 16 | P a g e ... demand training / plan to organize training and send to training and development department and / or human resources department • Step 4: Training and development department registers the training. ..Contents Training and Development theory: 1.1 Orientation: 1.2 Training: 1.3 Development: Training and Development of Techcombank: .5 2.1 Techcombank. .. Organize the implementation of Training and Development Outline the steps to implement training and development process at Techcombank as follows: - Center of Training and Development (T&D) announces