Improving the quality of human resources in the banking sector in Son La province

Levels 1 and 2 can be assessed during the learning process, while levels 3 and 4 can only be assessed after the learning process.

After the evaluation process, the Branches need to have a policy of rewarding and praising the achievements of students with good academic performance, good or excellent. As for students with poor results and disciplinary violations, the Branches must have a form of punishment so that they are aware and learn from their experiences. These actions are to encourage the spirit and awareness of students' learning.

3.3.3. Perfecting human resource treatment

In business activities, to achieve high efficiency and high labor productivity, any organization needs to have a strong staff. In addition to professional qualifications and ethics, work motivation is one of the factors that determine the productivity and efficiency of staff. To make employees happy, positive and highly creative in their work, it is necessary to have effective motivational measures.

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To motivate staff to attract and maintain high quality human resources, it is necessary to implement some basic contents as follows:

Firstly, it is necessary to improve the working environment and social welfare regime. Many studies have shown that the working environment and welfare regime have a positive impact on labor motivation; therefore, improving a good working environment (safe, clean, friendly, fully equipped, good branch culture, fair labor regulations) and building a reasonable welfare regime will create conditions to increase the labor motivation of officers and employees in Son La Commercial Bank Branches. Although improving the working environment and conditions has a high cost, it brings great profits to the Branches. Therefore, the Branches must create the highest priority on safety and must know all the risks right at the workplace.

Second, increase cohesion and promote the internal strength of Son La Commercial Bank Branches. Research on organizational culture also shows that cohesion and internal strength of Branches increase the working motivation of the team.

officers and employees through the following factors: Communication/communication between departments of the Branches; Encouraging all members to exchange information/communication/interaction; Policies/procedures are reasonable, easy to understand and timely; Fairness, honesty; High reputation in public opinion... Therefore, increasing the cohesion and promoting the internal strength of the Branches is necessary and based on the current conditions of the Branches, it is necessary to focus on the following contents:

First, build a banking culture. In essence, banking culture is the orientations and standards for human resources to implement consistently in all situations. Therefore, branches need to focus on building their culture and need to be promoted, maintained and developed in many different ways, including building into training content for new employees. In the sessions to convey the necessary knowledge to new employees, the human resources department should start with the content about the culture of the branches.

Second, building and strengthening solidarity. No matter how capable each employee is, they cannot complete their tasks alone and need the support and help of their colleagues. Therefore, the Branches need to focus on creating a solid solidarity block within the Branches. The administrative departments of the Branches should regularly organize cultural and artistic activities, sports competitions to celebrate major events of the Branches, and continue to increase the organization of tourism activities, or organize parties to meet and exchange with staff families through holidays such as New Year, Lunar New Year, International Children's Day, International Women's Day, etc. to create conditions for all employees to exchange and understand each other more deeply, thereby strengthening solidarity.

Third, recognize achievements and give rewards. Branches need to promote emulation and reward activities to create new motivation in production and business labor. The achievements of collective units and individuals should be recognized by Branches to encourage and motivate everyone to continue to enthusiastically promote their intelligence, talent and labor to serve the development of the enterprise. Currently, Branches only conduct periodic rewards and commendations.

Regular salary promotion rewards are rarely applied in branches. Branches should focus on the form of special rewards for employees with outstanding achievements. The award ceremony is organized with the participation of many employees and is also promoted in the internal newsletter of the enterprise, on the enterprise's website...

Fourth, community relations. An important part of increasing the internal strength of the Branches is the close and responsible relationship with the community where the Branches are located and in the areas within their scope of operation. It is necessary to call on the staff to volunteer to participate in charity activities to improve the living conditions of the community. Such practical work not only directly helps people in difficult circumstances, but also brings happiness and pride to the employees of the Branches.

Fifth, care about the lives of employees. The Trade Union of the Branches needs to focus on caring for the lives of each officer and employee of the Branches, especially those in difficult circumstances. Through specific actions such as visiting the Branches on occasions such as weddings, births, funerals, etc., it will help the workforce become more attached to the Branches.

Third, salary policy. Salary is an important factor affecting relationships in the workplace. Salary level and salary grading and benefits have a significant impact on the performance of any organization, and it also affects the morale and productivity of the staff. Therefore, Branches need to build and perfect a suitable salary system for themselves and have a fair reward policy for employees. The salary system needs to clearly demonstrate:

- The base salary is clear, does not include incentives to motivate employees through increased quality of their work, nor does it include recruitment and retention of employees;

- Employee incentives include individual or group incentives, which can be short- or long-term;

- There are requirements for productivity and work efficiency if the payment system is autonomous;

- Organizations can use a combination of types to meet their specific needs; Pay coverage is one of the most crucial issues in the entire employment relationship – it is essentially a major benefit to employees because they know what they are being paid and how they can get raises.

3.3.4. Raising awareness of human resources in Son La banking industry

* Strengthen education to raise awareness of the inadequate position, role, functions and tasks of the bank in the socio-economic development of the country among officers and employees at Son La Commercial Bank branches.

In recent times, Commercial Bank Branches have issued many documents on the Code of Conduct for staff to promote the sense of responsibility and self-awareness of staff who need to strictly implement the regulations to raise awareness. Human resources at the Branch must comply with and set an example in implementing the Party's guidelines and policies, the State's laws and policies, constantly study, cultivate and practice, improve capacity, political qualities, professional ethics and professional qualifications to successfully complete assigned tasks. Strictly perform the responsibilities and obligations of staff according to the provisions of the Labor Code as well as the regulations and rules of the Bank Head Offices.

The branch needs to strengthen education to raise awareness of the role, function and tasks of the bank in the socio-economic development of the country for staff so that they are aware of the sense of responsibility, serious attitude and dedication to the assigned work. Thereby, promoting proactiveness, creativity, organizing and performing work scientifically to complete with the highest quality and efficiency.

* Enhance the will to strive and improve the professional skills of the staff at the Branch and train the moral qualities of bank staff.

Commercial bank branches need to have more active measures to enhance the will to strive and improve the professional skills of the staff at the branch and to train the moral qualities of the human resources working at the branch. Branches need to have policies

Supplement and complete the emulation and reward regulations, and have a thorough solution for staff who do not meet job requirements and often fail to complete assigned tasks. Strictly implement internal regulations and labor discipline, encourage positive factors in units and the entire agency, and promote the emulation movement of branches and departments to become more disciplined and substantial.

On the part of bank staff, each staff member needs to study and practice following the moral example of Ho Chi Minh in raising the sense of responsibility, wholeheartedly serving the country and the people; practicing thrift, fighting waste and embezzlement; need to concretize into regulations on ethical standards of bank staff. Make efforts, strive to improve, practice a quick, proactive, creative and honest working style; need to fight strongly in practicing thrift, fighting waste, especially wasting working time.

3.3. Some recommendations

3.3.1. Recommendations for the State Bank of Vietnam

The State Bank is the industry management agency through a system of mechanisms, policies, regulations, rules, procedures, conducting inspections and supervision to manage and orient the operations of credit institutions and commercial banks according to common goals. The thesis proposes a number of recommendations to the State Bank as follows:

Firstly, it is necessary to urgently develop a human resource development strategy for the banking industry to have a basis for guiding commercial banks to develop their own human resource development strategies in accordance with the industry's strategy and the specific conditions of each commercial bank. Accordingly, it is necessary to forecast human resources in each period to have a training plan; develop a framework training program based on international standards; develop a standard curriculum according to the standards of developed countries with appropriate adjustments in the specific conditions in Vietnam; standardize the team of lecturers, officers and employees of the banking industry...

Second, promptly research and promulgate regulations on labor standards for the banking industry in general and for professional workers at commercial banks in particular so that commercial banks have a scientific basis for developing human resources plans to ensure a balance between people and work, and to use labor reasonably, economically and effectively.

Third, the Banking Industry needs to continue to actively implement Directive No. 16/CT-TTg of the Prime Minister on enhancing the capacity to access the 4th Industrial Revolution, focusing on perfecting the legal framework to support payment activities, payment systems, ensuring safety and security in banking activities; increasing investment in upgrading IT infrastructure and the national interbank payment system. In particular, a very important issue that the Banking Industry focuses on is training human resources to be able to adapt to the very high requirements of the 4th Industrial Revolution.

3.3.2. Recommendations to relevant authorities.

The State has been issuing many legal documents, policies and mechanisms to regulate the relationship related to human resource development of enterprises such as: labor, salary, bonus, emulation and reward mechanism, discipline of cadres and employees, insurance policies, welfare, income, etc. However, the process of time movement has some contents that are outdated, need to be revised, some contents need to be supplemented to promote business development. There are some recommendations as follows:

- The National Assembly needs to amend the Labor Code and related legal documents to increase the initiative for businesses to have the right to fire and unilaterally terminate labor contracts when officers and employees intentionally violate or fail to complete work as committed in the labor contract due to the subjective actions of the officers and employees and find that they cannot continue to use that labor. In order to increase the initiative for banks in managing and using labor and especially increase the ability to screen and eliminate poor quality workers from the bank without having to face litigation.

- Recommend that the Government take scientific measures and a reasonable roadmap to increase the minimum wage for officials and employees, always ensuring the maintenance of a minimum living standard for officials and employees compared to the general income level of society when there is inflation as well as income upon retirement so that officials can focus on their work. Promptly issue specific guiding documents on the Law on Emulation and Commendation, the Law on Insurance, the Law on Trade Unions, the Law on Enterprises, the Law on Electronic Transactions, the Government's Decree on wages, allowances, and subsidies so that enterprises and credit institutions have a basis to perfect policies.

On the training facility side

- Improving the quality of labor training in the period of Industrial Revolution 4.0: Accordingly, it is necessary to invest in a suitable ecosystem, training and developing human resources in the context of Industrial Revolution 4.0. Curriculums need to change more to prepare human resources to meet the needs of the banking industry, avoiding brain drain. In addition, it is necessary to focus on interdisciplinary training within universities such as: IT in finance - banking, business analysis, financial technology, e-commerce, digital banking, IT management... Universities also need to clearly demonstrate their role in research and technology transfer to businesses.

- Schools not only need to innovate their training programs, but also their teaching methods. In the current digital era, universities also need to research and add more majors in information technology, blockchain, and artificial intelligence to meet the human resource needs of Industry 4.0... At the same time, focus on equipping students with soft skills, foreign language proficiency, teamwork skills, IT skills, and creativity to serve future work.

- Schools training human resources for the banking industry need to develop enrollment targets that are appropriate to market needs. They should not focus on quantity while ignoring training quality, which leads to a situation where labor supply is greater than demand.

- With the wave of Industry 4.0 showing signs of having a stronger impact on the banking sector as it is today, students majoring in Banking need to have a clear orientation for their job position after graduation. Accordingly, positions in the IT department, network infrastructure architecture, or software development engineer can be considered... These are jobs that will develop steadily in the future in the context of changes caused by Industry 4.0. Therefore, right from the classroom, in addition to specialized knowledge of banking operations, students should also prepare the necessary knowledge and skills in the field of modern banking technology, have an understanding of IT, e-commerce... This will be an important advantage and plus point for students to have a better chance of success in applying to work at commercial banks.

CONCLUDE

Any organization operating in any field cannot perform its functions and tasks without human resources. The issue of effectively improving the quality of human resources is always a complex and difficult issue for managers. Banks can only create a competitive advantage when they have solutions to use different human resources appropriately for each requirement for improving human resources quality. Currently, the banking industry will face many difficulties in training and retraining staff to have the qualifications to operate and master new technologies. In addition, Vietnamese banks will be under greater pressure to attract high-quality human resources, facing the risk of "bleeding" of high-quality human resources to foreign credit institutions. Therefore, implementing the above solutions will contribute to developing and improving the quality of human resources in the 4.0 Industrial Revolution. Therefore, improving the quality of human resources in the banking industry is an important issue affecting the business activities of banks.

Within the framework of the topic: "Improving the quality of human resources in the banking sector in Son La province" , the author has applied a synthesis of research methods to evaluate the current status of activities to improve the quality of human resources in the banking sector in Son La.

Firstly, systematize some basic theories on improving the quality of human resources in the banking industry; identify factors affecting the improvement of human resources quality in the banking industry.

Second, Analyze the current situation of improving the quality of human resources in Son La province, thereby drawing out the strengths and weaknesses in improving the quality of human resources in the banking sector in Son La province and clearly indicating the causes of the weaknesses.

Third, Propose some solutions to improve the quality of human resources in the banking sector in Son La province.

Hopefully the above solutions will help improve the quality of operations.