DTPT1 scale - Adapting to the working environment when first starting the job has Mean = 1.46; DTPT2 - Being provided with information related to the job when first starting the job has Mean = 1.51; DTPT3 - Good impression of Vietcombank when starting the job has Mean = 1.50. This proves that integrating into the working environment is still difficult, adapting to the new working environment of new employees is still difficult due to the initial prejudice towards the working environment in a state-owned enterprise. The psychology of being afraid of collision, content, living on one's own... of some old employees, so the support in terms of information, work experience, regulations,... for new employees is still limited. This leads to the adaptation to the new working environment of new employees taking a lot of time, affecting work efficiency when these new employees become official employees of the Bank.
DTPT4 scale - Participated in training according to job requirements with Mean
= 1.45; DTPT5-The training courses of the Training Center are diverse with Mean = 1.38; DTPT6-The post-training evaluation is well implemented with Mean = 1.32 and DTPT7-After training, employees can apply it to actual work with Mean =
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1.34. The scales related to training and development of human resources all have Means lower than the average. This shows that Vietcombank's training and development of human resources is not highly appreciated by employees. Training activities only meet immediate needs, mainly coping. Training knowledge is not highly appreciated by employees, training courses are not systematic and methodical, and training does not meet the specialized needs of employees. Post-training inspection to ensure the effectiveness of the training process has not been well implemented. Moreover, after training courses, most employees have not been able to apply the training courses in the past and the actual work they are doing.
Through a survey using questionnaires combined with reality, Vietcombank's training and human resource development work still has many shortcomings. Training work at Vietcombank mainly tests the capacity of new employees and equips current employees with knowledge to meet specific business tasks, updating
banking law, there are no specialized training courses on analysis and evaluation of the banking and finance sector to improve the qualifications of employees. Vietcombank has not established specialized departments in charge of training planning in the system and branches to be able to systematically determine the training process for each group of employees before receiving assigned work. Furthermore, Vietcombank does not have a process for evaluating the effectiveness after training, to compare with the costs, time spent and the results achieved, thereby building a process to improve training work at each time for each group.
2.3.3.3. Human resource maintenance activities
Through the survey, Vietcombank's "Performance Evaluation" is still subjective, the feelings of the evaluator, the evaluation results depend on the exchange between the evaluator and the evaluated person. The evaluation has not been specifically regulated in the business criteria of each assigned employee, the evaluation table for each officer has not been built, the evaluation results are not really accurate.
Regarding salary regime, it is currently implemented according to salary coefficient of employee rank and salary scale, in each salary scale there are different salary levels, depending on the seniority and level of dedication of each individual employee of the unit.
Regarding welfare regime, Vietcombank has fully complied with the law but has not yet built a separate and diverse welfare regime compared to other large banks.
Through a questionnaire survey, the descriptive statistics (Appendix 13) gave the following results:
The scales DT1-Current work performance evaluation is effective with Mean = 1.34; DT2-Employee evaluation is fair and accurate with Mean = 1.28; DT3-The evaluation is useful to know one's true ability with Mean = 1.35; DT4-The evaluation has really helped to improve the quality of work performance with Mean = 1.35. The average of the scales related to work performance evaluation activities are all lower than the average. This shows that the majority
Vietcombank employees feel that the performance evaluation is unreasonable and the effectiveness of the performance evaluation does not reflect the level of completion of the work that the employee is undertaking. Vietcombank has not yet built an effective task assignment tool, has not established specific work completion criteria to monitor the way employees perform their work by quantifying the level of completion of each specific task. Thereby, helping the employee evaluation to be clear, transparent, avoiding suspicion and sentimentality in the evaluation. DT3- Evaluation is useful to know one's real capacity and DT4- Evaluation has really helped to improve the quality of work performance has a low average, showing that employees think that evaluation is only a ranking between employees internally to distinguish bonus coefficients at the end of the year, the evaluation has not brought awareness or helped employees orient their limitations, shortcomings, as well as plan for the coming time to achieve business goals. From there, employees have not determined the roadmap to perform the work, the conditions required for individuals to achieve in order to be promoted in the future. In addition, because the evaluation has not pointed out each specific part of the work that employees have not been able to do, employees need to be supplemented with tools and means to support better job completion. Therefore, in order for the evaluation to have a positive effect on work, Vietcombank should summarize the limitations after a year of evaluation, thereby promptly proposing feasible solutions for employees to perform well in their assigned work in the following year.
The average of the scales related to the activities of Establishing and managing the salary system are all greater than the average. This shows that the majority of Vietcombank employees are satisfied with the salary regime they are receiving.
DT5 scale - You can live entirely on income from VCB has Mean = 4.02 and DT8 scale - VCB salary is competitive compared to other banks has Mean = 4.28, proving that employees are satisfied with the salary they receive and Vietcombank's current salary payment mechanism is superior.
than other banks. The salary received from Vietcombank can help most employees stabilize their current life.
DT6 scale - The salary you receive is commensurate with your work results with Mean = 3.68, which is a score above the average score. However, through the survey, the level of employee satisfaction is not high, because the salary is calculated based on seniority, not highly appreciating the quality of the employee's work to pay the salary, this leads to the number of employees with high capacity and qualifications but not working for long will receive a lower salary than staff with low capacity but working for a long time at the unit.
DT7 scale - Salary and income distribution in the bank is fair with Mean = 3.82, also above average, this shows that Vietcombank has distributed income to employees relatively well every year, however, the level of employee satisfaction is not very high, especially for some employees who are assigned a lot of work but the income distribution rate is not commensurate, requiring Vietcombank to carefully study the distribution policies that are discriminatory for these employees to motivate all employees to work better.
The average of the scales related to Welfare activities and financial and non-financial incentives and allowances are all greater than the average. This shows that the majority of Vietcombank employees are satisfied with the welfare regime and incentives they are receiving.
DT9 scale - Employees enjoy all benefits according to the provisions of the law with Mean = 5, proving that Vietcombank has properly implemented the provisions of the law on welfare for employees. This is quite reasonable because as a large state-owned enterprise, ensuring compliance with the provisions of the law is strictly followed and fully implemented by the leadership.
DT10 scale - Welfare and other allowances - benefits are good
Mean = 3.46, is a score above the average score, but has not yet achieved high employee satisfaction through the survey, it shows that Vietcombank has not built a diverse, rich, and superior welfare regime compared to competitors, but only meets the normal needs of employees according to the law. For example, Vietcombank needs to encourage employees to self-train to improve their qualifications through a policy of funding for postgraduate classes, or policies on preferential loan support for home purchase, home construction, etc.
DT11 scale - Welfare programs in the bank clearly show VCB's thoughtful care for employees with Mean = 3.21, thereby showing that Vietcombank has been active in caring for employee welfare, however, the employee satisfaction rate is not very high, requiring Vietcombank to further research specific welfare policies for each subject, each separate field to encourage employees to compete actively to complete assigned work at a higher level.
DT12 scale - Employees are respected and given conditions to complete their work has Mean = 3.48, this is also above average but not high, showing that Vietcombank also focuses on providing conditions but may only be at the minimum level so that employees can complete their work without a policy to create conditions for employees to be able to complete their assigned work beyond expectations.
DT13 scale - You have many opportunities for promotion at the bank with Mean = 1.5, which is a score lower than the average, this shows that employee promotions at Vietcombank or branches are very few, mainly because management positions are appointed and transferred from the Personnel Department and General Director of Vietcombank, the bank does not have clear regulations on promotion opportunities, and has not determined the promotion path for employees in the bank's leadership planning for those employees to strive for in the future.
DT14 scale - The bank's promotion policy is fair with Mean = 1.43, a fairly low score, showing that employees are not very satisfied with the policies related to promotion opportunities that Vietcombank has proposed. It requires the bank to have a clear and better reward and promotion policy for each position and each specific field, which helps employees determine the progress of their work development and make personal efforts to achieve success in their assigned work, helping employees to be more attached to Vietcombank even though the bank has difficulties in business. In the case that policies are not clear, rewards are not timely, it will create dissatisfaction, wanting to move to another bank when possible, and it is inevitable that they will bring their bank's business secrets to competitors.
2.4. Achievements and shortcomings in human resource management at Vietcombank
2.4.1. Achievements
After nearly 50 years of operation, Vietcombank has basically met the requirements of business services, some highlights can be mentioned as:
Regarding Human Resource Attraction Activities , Recruitment has been carried out according to a specific process. Although full authority has been delegated to branches and affiliated units, it still meets diverse recruitment sources and the quality of recruited personnel is quite stable.
Regarding Human Resources Training and Development Activities : With the policy of gradually improving human resources training and development, Vietcombank has established a Training Center. On the other hand, Vietcombank constantly diversifies training types and contents and strengthens cooperation with training organizations and domestic and foreign banks to gain support in training and coaching high-quality human resources.
For human resource maintenance activities: The organizational structure of the human resource management apparatus is systematically organized from the Head Office to the Branches and Transaction Offices, fully implementing policies and regimes for a large number of employees: participating in social insurance, health insurance, unemployment insurance, providing technical equipment for employees, taking care of employees' health, etc. In addition, the current salary of Vietcombank's staff is quite high compared to the salary level of other commercial banks.
2.4.2. Existence
Activities to attract human resources
Vietcombank has not planned human resources to meet long-term business development needs, generally in a reactive manner, not meeting the needs of branches and transaction offices in a timely manner, affecting the business activities of the unit, and has not forecasted changes in labor resources in the short and long term.
Vietcombank's recruitment is only perfunctory, with preferential treatment for employees in the industry. Sometimes, there is a lack of transparency in recruitment. Recruitment for positions from department head level and above is mainly from staff working in departments, branches, and transaction offices, leading to failure to attract talented people from outside or from competing banks that need to change jobs.
Training and development activities for human resources
Regarding staff arrangement and use, it is still subjective, mainly meeting temporary and coping needs of Vietcombank.
Vietcombank has not organized specialized training courses for employees and has not prepared adequate successor resources for leadership positions at all levels of Vietcombank.
No training has been conducted for new employees after being recruited to be assigned to branches and transaction offices to help employees gain consistent knowledge when performing assigned tasks. No post-training quality assessment has been conducted to find more effective solutions for future training and development. Not much attention has been paid to employee development by encouraging employees to self-train with policies to support funding and time, etc.
In evaluating employees, Vietcombank has conducted annual periodic evaluations, however, the evaluation has not been quantified, and business targets for staff have not been established for accurate evaluation. The evaluation results are still subjective, mainly based on the comments of the evaluator, not fair and convincing among employees.
NNL maintenance activities
Regarding salary, bonus and welfare policies, Vietcombank has not yet developed policies that are more outstanding than other banks. Vietcombank does not have a new policy to attract talent from outside and from competing banks.
Regarding promotion, Vietcombank has not yet established a clear promotion process for employees, thereby helping employees know what to do to be considered for nomination and appointment in their future.
The causes of the above-mentioned problems include both subjective and objective causes. Through survey and research, the author focuses on the following main causes:
Vietcombank 's regulations on personnel recruitment applied to Vietcombank have not been decentralized to each branch to create initiative, but are still subsidized and allocate annual staffing targets.
Training fund as prescribed is established after the revenue increase fund has been set aside.