Current Status of Human Resource Quality in terms of Mental Power

Most of the workers have not participated in soft skills training courses. The workers who have received soft skills training are mainly young workers under 30 years old and trained at universities.

2.2.3. Current status of human resource quality in terms of mental strength

To complete assigned tasks well, employees not only need professional qualifications and experience but also need awareness and responsibility for assigned work and tasks; attitude towards superiors, colleagues, partners, and customers; implementation of internal regulations and labor discipline...

To ensure compliance with regulations and discipline, Agribank has developed a set of Labor Regulations within the Agribank system. The Labor Regulations stipulate the rights and obligations of employees, violations of labor discipline, and forms of labor discipline. Agribank Transaction Office Branches base on the Labor Regulations to develop standards on attitudes, behaviors, and responsibilities of employees, as well as criteria for evaluating and reviewing individual and collective emulation. At the end of the year, Agribank Transaction Office Branches will periodically evaluate and review individual and collective emulation titles. In which, the attitude, behavior, and responsibilities of employees are indispensable factors in the evaluation. This factor is often evaluated by Agribank Transaction Office Branch through criteria such as: Implementation of labor discipline, waste of working hours (being late, leaving early, skipping work, doing personal work during working hours, etc.), level of completion of assigned work, quality of work, self-awareness, creativity, flexibility in work, spirit of cooperation, helping colleagues, etc.

According to the General Department of Agribank Transaction Office, from 2019 to present, the labor regulations have always been implemented relatively well, no serious violations have occurred, and no employees have been disciplined. The labor regulations are sent to each employee and saved on the Branch's general data information system for everyone's convenience in reference.

For newly recruited employees at Agribank in general, and Agribank Transaction Office branch in particular, they are all required to participate in a new staff training course. In this course, employees learn about Agribank culture, labor regulations, etc.

The actual situation of disciplinary violations of Agribank Transaction Office Branch is shown in the following table:

Table 2.9: Labor discipline violations at Agribank Transaction Office Branch (2019-2021)

Target	2019		2020		2021
Target	Number	Rate (%)	Number	Proportion (%)	Number	Rate (%)
1	Number of employees Offenders are reminded	18	9.3	13	7	8	4.6
2	Number of employees Offenders are subject to a cut-off bonus.	0	-	0	-	0	-
3	Number of employees offender forced to quit	0	-	0	-	0	-
	Total number of violators discipline	18	9.3	13	7	8	4.6

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(Source: General Department) Data in Table 2.9 shows that most employees in the Branch have seriously implemented the Branch's rules and discipline. However, there is still a situation: During working hours, there are still some cases of doing personal work such as surfing the Internet, Facebook, ... working with a coping mentality, not being proactive and willing to explore and promote creativity in work, some employees still have the mentality of working until the end of the working day, causing poor work quality.

guaranteed, work that must be completed at the end of the day is often left until the next day. Although the Branch has installed a fingerprint timekeeping machine and has a surveillance camera, there are still some employees who come to clock in and then go out to deal with personal matters, affecting the quality of the Branch's work. Some employees who are Credit officers still take advantage of going out to meet customers to deal with personal matters, or leave early. There are no cases of disciplinary violations to the extent of having their bonuses cut or being forced to quit their jobs. Therefore, in the coming time, the Branch needs to strengthen propaganda, enforce Branch discipline, and more closely manage the awareness and attitudes of employees.

- Spirit of solidarity: With 23 years of construction and development (from 1999 - present), Agribank Transaction Office Branch has built an increasingly strong organizational apparatus for business development. Achieving that success is due to the solidarity of the Board of Directors, generations of workers through the periods, and of mass organizations and socio-political organizations at the Branch.

2.2.4. Current status of human resource structure

The labor characteristics of Agribank Transaction Office Branch are shown in Table 2.10 below:

Table 2.10: Labor situation of Agribank Transaction Office Branch (2019-2021)

Labor structure

2019		2020		2021
Number People	Proportion (%)	Number People	Proportion (%)	Number People	Proportion (%)
Total number of employees	193	100	186	100	173	100
1, By gender:
- Male	53	27	49	26	46	27
- Female	140	73	137	74	127	73
2, By age:
- Under 30 years old	15	8	10	5	7	4
- 31-45 years old	145	75	142	76	133	77
- From 46-55 years old	29	15	20	11	29	17
- Over 55 years old	4	2	14	8	4	2

(Source: General Department)

Through the table of data on the labor situation at Agribank Transaction Office Branch from 2019 to 2021, we can see that the number of employees working regularly at the Branch in 2021 was 173 people, a decrease of 20 people compared to 2019 (193 people) and a decrease of 7 people compared to 2020 (186 people). The number of employees at Agribank Transaction Office Branch has decreased sharply over the years due to employees terminating labor contracts, being transferred, rotated within the system and retiring.

From 2019 to present, the number of staff of the Branch has continuously decreased. Although the Branch receives more staff every year, it is still not enough to compensate for the number of retired staff, transferred staff, and terminated labor contracts. Specifically: In 2020, 01 employee retired, 04 employees terminated labor contracts, and 5 employees transferred to other Departments.

The Board at the Head Office recruited 03 employees; in 2021, 03 employees retired, 03 employees terminated their labor contracts, 7 people transferred to other branches in the system and did not recruit employees.

Currently, the Branch's staff is 180, but the actual number of employees is only 173. Therefore, to complete the organizational structure according to scale, the Branch needs to develop a plan to recruit additional employees for retired employees and employees whose labor contracts have been terminated, and to transfer them.

- Labor structure by gender: In terms of labor structure by gender, we see that: Banking is a special labor sector, so the proportion of female workers is the majority, the gender gap at Agribank Transaction Office branch is high (female workers account for over 73%). This gap is due to the characteristics of the banking sector, the number of transaction officers, customer relations, accountants are mostly women because they require dexterity, sophistication, carefulness, and meticulousness in work. The gender gap has almost not changed over the years. The high gender gap requires Agribank Transaction Office branch to have special policies to prioritize female workers such as: Maternity regimes, welfare on special days (March 8, October 20), ...

- Labor structure by age : The labor force at Agribank Transaction Office Branch is relatively young. The high proportion is labor aged from 31-45, accounting for 77%; labor aged from 46-55 years old, accounting for 17%; young labor under 30 years old and labor over 55 years old account for a small number. This is also somewhat beneficial for the labor force of Agribank Transaction Office Branch. Because the number of laborers aged from 31-45 years old are laborers with high attachment, less job-hopping and laborers with work experience. Young laborers are mainly Transaction Officers.

Thus, in general, Agribank Transaction Office Branch has a team of staff

The workforce is quite young and the majority are female. Therefore, in order to attract young workers under 30 years old and retain them, make them stick with the unit, create a high-quality and stable source of young human resources, the Branch needs to focus on investing in building reasonable salary, bonus and treatment policies. In addition, it is necessary to pay attention to policies to attract talent and train and develop human resources to attract and retain talent for the Branch in the coming time.

- Seniority structure: As a unit established over 20 years, the number of employees with seniority in the banking industry is relatively high. In 2021, 43 employees with seniority in the bank from 15-20 years accounted for 24.9%, 70 employees with seniority in the bank from 10-15 years accounted for 40.5%. Employees with seniority in the bank over 20 years accounted for 11.6%. This labor force is extremely beneficial for Agribank Transaction Office Branch in business operations. The labor force has high seniority, is rich in experience, and rarely changes jobs, creating internal stability. However, sometimes long-term employees have great inertia, reducing motivation to work.

Table 2.11: Labor structure by seniority of employees at Agribank Transaction Office Branch (2019 - 2021)

Seniority

2019		2020		2021
Number	Proportion (%)	Number	Proportion (%)	Number	Proportion (%)
Workers with over 20 years of experience	21	10.9	20	10.8	20	11.6
Workers with 15 to 20 years of experience	48	24.9	45	24.2	43	24.9
Workers with 10 to 15 years of experience	82	42.5	76	40.9	70	40.5
Workers with 5 to 10 years of experience	24	12.4	27	14.5	26	15.0

Workers with less than 5 years of seniority

18	9.3	18	9.7	14	8.1
Total	193	100	186	100	173	100

(Source: General Department)

2.3. Activities to improve the quality of human resources at Agribank Transaction Office Branch

2.3.1. Recruiting qualified human resources

To have high quality human resources, first of all, we must do a good job of recruitment. When we do a good job of recruitment, we will have the right human resources from the beginning, meeting the job requirements.

At Agribank in general, and Agribank Transaction Office Branch in particular, a recruitment process has been developed. In particular, each year the Branch will develop recruitment needs and propose to the Head Office. The Head Office will submit to competent authorities for approval of recruitment targets, develop recruitment plans, and announce recruitment needs on the media. In recent years, after approving the recruitment plan, the Head Office will assign the Branch to organize recruitment itself, but must ensure compliance with Agribank's procedures and regulations.

Step 1: Branch builds labor needs and submits to Head Office.

Step 2: After approval of labor. The branch organizes recruitment:

+ Build recruitment plan

+ Establish a Recruitment Council

+ Announcement on media

+ Receive and screen candidate applications

+ Organizing Entrance Exams and Selection

+ Recruitment board scores

Step 3: After having the recruitment results, the Branch transfers all the documents.

preliminary, submit to Head Office for approval of recruitment results.

Step 4: After the Head Office approves the results, the Branch will sign a Probationary Contract and accept the successful candidates for probation.

The recruitment of employees at the Branch is quite public and transparent, following the recruitment process and regulations of Agribank. However, because it is not implemented regularly, every year when there is recruitment, the Branch has to start updating the recruitment process again, the staff doing the recruitment is not a full-time staff, so the efficiency is not high. Setting higher requirements for candidates will help recruit quality candidates, reducing the training time and costs of the Branch.

The results of labor recruitment of Agribank Transaction Office Branch over the years are as follows: In 2019, 4/5 of the recruitment target was recruited, in 2020, 3/3 of the recruitment target was recruited, in 2021, due to the complicated developments of the Covid 19 epidemic and prolonged social isolation, Agribank did not organize labor recruitment.

2.3.2. Reasonable assignment and use of human resources

Work is arranged according to the right expertise, training major, and strengths, creating conditions for employees to develop their abilities. For employees with inappropriate professional qualifications, they are sent to attend training courses to improve their qualifications to ensure good completion of assigned tasks.

Table 2.12: Labor division at Agribank Transaction Office Branch in 2021 (December 31, 2021)

(Unit: Person)

STT

Use of labor

Headquarters

Delivery room

pandemic

Executive management leadership

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