Improving labor efficiency at Mekong Delta Housing Development Bank - Hanoi Branch - 2

Through this chapter, the thesis has analyzed the main factors affecting the efficiency of labor use in enterprises. The influencing factors are divided by the author into two groups of factors: Factors outside the enterprise (economic environment, socio-political factors, legal system, labor market) and factors inside the enterprise (labor factors and the level of scientific labor management and organization). In the group of factors inside the enterprise, the author analyzes in depth the factor of scientific labor management and organization because this is the labor use of the enterprise, directly affecting the efficiency of labor use in the enterprise. The level of scientific labor management and organization includes the following contents: labor recruitment, labor arrangement and placement, labor training and development, evaluation of employee performance, and labor remuneration system.

Also in this chapter, the thesis analyzed the specific characteristics of Commercial Banks and labor in the Banking industry because this is a monetary business, a modern business that requires a high-quality workforce, qualified, capable and skilled, and with good ethics. From there, the thesis clearly stated the need to improve the efficiency of labor use in Commercial Banks. The success or failure of a Bank

depends largely on the human factor because whether customers know the Bank's brand or not, whether they choose to use the Bank's services or not, whether the Bank can create its reputation in the market or not, etc. depends on the qualifications and abilities of the Bank's employees. Improving the efficiency of labor use will help the Bank maximize the effectiveness of its labor resources, while creating prestige and improving the quality of the Bank's products and services.

CHAPTER 3: CURRENT STATE OF LABOR USE EFFICIENCY AT MEKONG DELTA HOUSING DEVELOPMENT BANK - HANOI BRANCH (MHB HANOI)

Based on the basic theories on labor use and labor efficiency, in this chapter the author has applied them to analyze the current situation of labor efficiency at MHB Bank - Hanoi Branch, thereby showing the advantages and disadvantages in the process of labor use at MHB - Hanoi Branch and giving recommendations and solutions to improve labor efficiency at MHB Bank - Hanoi Branch.

The author has introduced the most general features of MHB Bank - Hanoi Branch. MHB Bank - Hanoi Branch is a level 1 branch under the Bank.

MHB goods, is the unit

economy

extra

was established under Official Dispatch No.

675/NHNNCNH dated June 27, 2003 of the Governor of the State Bank and Decision

number

47/2003/QĐNHNHĐQT dated July 4, 2003 of the Board of Directors

Echo

MHB Bank, officially came into operation on October 16, 2003. MHB Bank Hanoi Branch is headquartered at 56 Nguyen Du, Hai Ba Trung, Hanoi.

Established in 2003, after 9 years of operation, MHB Bank - Hanoi Branch has grown steadily, contributing significantly to the business performance of the entire MHB system. However, in recent years, due to the impact of the prolonged economic crisis and the policies of the State Bank as well as the MHB Headquarters, MHB - Hanoi Branch has not been able to avoid difficulties, with indicators on profit, capital, and surplus.

debt,.. has decreased but is still a remarkable number. With the efforts of all staff, MHB - Hanoi Branch is always one of the three leading branches of the whole system.

In this chapter, the author has gone into analyzing the current situation of effective use of

labor utilization at MHB Bank - Hanoi Branch. The author analyzed the efficiency of labor utilization at MHB Bank - Hanoi Branch from 2007 - 2011 through analyzing indicators of labor productivity, average labor profitability, salary efficiency indicators, etc. At the same time, the author also studied

Research and analyze labor utilization solutions at MHB Bank - Branch

Hanoi branch affects labor efficiency at the Branch.

 Labor recruitment:

In the early years of its establishment, MHB's recruitment process was not systematic, and the recruited staff were mostly influenced by relationships, so the quality of the recruited labor was not high. Since 2008, MHB Hanoi has focused on recruitment, gradually building a strict, scientific, fair and transparent recruitment process closely linked to the business strategy and network development plan of the branch in each period.

 Labor arrangement and use:

Currently, the Branch's labor arrangement and use are not reasonable.

so the efficiency of labor use is not high. The number of staff directly implementing

The business and market exploitation of the branch's products account for a small proportion. Therefore, in the coming time, the branch needs to consider and increase the proportion of employees.

business, reduce the dynamic rate.

staff to operate

improve efficiency

use of force

 Labor training and development:

MHB Hanoi Branch always recognizes the importance of service quality based on practical value from human resources, so MHB Hanoi

Noi has been constantly focusing on investing in developing a more and more effective workforce through regularly organizing internal training courses or joint courses with external training units.

 Employee performance evaluation:

In terms of the evaluation process, the performance evaluation of MHB Hanoi is carried out fully, closely and objectively. However, in reality, the evaluation is sometimes formal, equal and paternalistic.

 Labor treatment and remuneration:

At MHB Hanoi, a labor remuneration mechanism as well as a reward mechanism based on the capacity and performance of each department and each officer has been established. In addition, the Branch has a reward and treatment policy for staff to improve labor productivity and creativity. At the same time, the treatment and welfare of employees at the Branch has also received attention from all levels.

From the analysis of indicators for evaluating labor efficiency as well as factors affecting labor efficiency at MHB Hanoi, the thesis has made a general assessment of labor efficiency at MHB Hanoi, achievements, remaining limitations and raised issues that need to be further improved in labor utilization to improve labor efficiency at the Branch.

Achievements:

Firstly, MHB Hanoi Bank regularly improves labor organization, basically arranges and uses the right labor to have remarkable achievements in business performance.

Second, MHB Hanoi Bank has focused on recruitment and training of employees.

Third, Implement innovation in salary regulations, ensuring scientific and accurate salary payment according to the business performance of each department and the work performance of each employee.

Main limitations and causes:

Firstly, MHB - Hanoi Branch has not yet systematically and scientifically implemented a human resource development strategy.

Second, the mechanism

The branch's labor structure is not really

effective

in business

Third, the arrangement and use of labor at MHB Hanoi still has unreasonable points that directly affect business performance.

Fourth, the work of evaluating the performance of employees in the Branch.

The branches are not yet consistent, the assessment is still subjective and subjective.

the reviewer's perspective, sometimes even a formal leveling.

Fifth, the work of rewarding and providing welfare for employees at the Branch is still a formality, implemented separately between departments, so it has not been effective in uniting employees.

CHAPTER 4:

SOME SOLUTIONS TO IMPROVE LABOR EFFICIENCY AT MHB BANK - HANOI BRANCH

Based on the analysis of the current situation of labor efficiency at MHB Bank - Hanoi Branch, in the face of existing limitations in labor utilization at the Branch, in this chapter the author has proposed a number of solutions and recommendations to improve labor efficiency at the Branch.

In this chapter, the thesis presents the development orientation of MHB Bank - Hanoi Branch in the period of 2012 - 2015 because the solutions to improve labor efficiency must originate from and be closely linked to the development goals and business strategies of the Branch.