Recommendations to Shb Human Resource Development Board

In addition, to make the payment of salary based on labor results effective, SHB Human Resources Management Board also needs to take measures to strengthen inspection, supervision and reception of complaints related to salary payment for employees of each business unit, ensuring to resolve all questions of employees about salary payment, ensuring to avoid disputes arising on salary and bonus issues, ensuring fairness in the entire SHB system.

3.3.3. Recommendations to SHB Human Resource Development Board

SHB Human Resource Development Board has an important responsibility in creating and developing human resources to ensure the quantity and quality of human resources to meet the business requirements of SHB. At the same time, SHB Human Resource Development Board also supports the Human Resource Management Board in organizing salary payments for employees at SHB. Therefore, to complete the salary payment plan based on labor results at Saigon - Hanoi Commercial Joint Stock Bank SHB, SHB Human Resource Development Board needs to:

Provide solutions in the work of reasonable personnel planning, effectively balance the number of employees performing the work, build a reasonable number of positions, titles, and positions to serve as a basis for SHB Human Resources Management Board to determine norms, criteria of titles, and appropriate jobs for evaluating work performance, productivity, and labor results of the unit as well as employees, thereby determining the salary fund as well as paying salaries in the most reasonable way.

Actively support the Board of Directors in building a reasonable hierarchy system

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- title; in the work of organizing and deploying, arranging employees in the entire system according to the correct standards of rank and title, thereby having the basis for paying salaries according to work results according to the productivity, efficiency, qualifications as well as the responsibility of the employee and in accordance with the overall achievements of the unit, enhancing the fairness and responsibility of employees in paying salaries according to work results.

Propose to the Bank's Board of Directors policies on training, development, promotion, and treatment of productive employees with high work results and contributions to the organization to increase salaries according to work results and their benefits and reward regimes, and promote their enthusiasm for work.

3.3.4. Recommendations to SHB Finance & Planning Department

According to SHB regulations, this is the department that will coordinate with the human resource management units to pay salaries, so it also has a significant impact on paying salaries to employees. To complete the salary payment plan based on labor results, the SHB Finance and Planning Department needs to:

Complete the implementation organization, issue detailed guidance documents for units to develop production and business plans as well as salary funds based on the annual labor results of the unit, thereby creating a basis for paying salaries based on labor results for employees in the organization.

Provide full planning data and reports on production and business performance by month, quarter, and year so that the Wage Council can determine wages based on accurate work results, consistent with the actual contributions of employees to the organization, ensuring accuracy, fairness, reasonableness, and objectivity in evaluating and paying wages.

At the same time, SHB Finance & Planning Department also needs to actively promote and coordinate with units in charge of salary operations in implementing the assignment of production and business targets and plans of the Board of Directors to Heads of units and employees of branches, transaction offices, and units, creating a basis for employees to know and properly implement the requirements and regulations of SHB Board of Directors.

In addition, SHB Finance & Planning Department also needs to coordinate effectively with SHB Human Resources Management Department and salary management units to resolve complaints and problems related to determining and calculating labor performance salary and salary coefficients when implementing the salary payment plan based on labor performance.

3.3.5. Recommendations for the Information Technology Block

This is a block that plays a significant role in implementing performance-based salary payment, especially in modernizing the implementation of the plan. Therefore, to perfect the performance-based salary payment plan, I would like to make some recommendations to this department as follows:

Strengthen coordination with the Finance & Planning Department to build an automatic business indicator measurement system, facilitating modernization and acceleration.

Speed of determining productivity as well as calculating wages based on labor results at SHB.

Complete the remote automatic evaluation and management system to ensure the effectiveness of evaluation and salary payment at units and branches, especially at facilities far from the head office, contributing to ensuring the synchronization and consistency in salary payment according to labor results in the entire system of Saigon - Hanoi Commercial Joint Stock Bank SHB.

3.3.6. Recommendations for Branch Leaders and Unit Managers

These are the subjects that have a huge impact on salary payment, especially salary based on work results. Therefore, to complete the salary payment plan based on work results, Branch leaders and Managers in charge of the unit need to:

Ensure the full implementation of business activities at its branches and units and promote the completion of revenue and profit plans to pay full and stable labor results salaries to employees at the branches and units.

Search, attract and maintain human resources, especially high-quality workers; train and improve the quality of human resources at branches and units to ensure the adequacy and balance of human resources with labor quality according to regulations to meet the requirements of business operations as well as increase productivity and product quality of the entire unit.

Fully and effectively implement the organization of labor division, deploy the signing of work objectives and planning targets for each employee at the unit to serve as a basis for evaluating salary payment according to work results.

Ensure strict implementation of commitments on targets, work performance norms, general salary and salary based on work results in particular in the labor contracts of employees in the unit under their management.

There are appropriate adjustment measures to the unit's circumstances but must still ensure full, accurate and fair implementation according to the principles approved by the Board of Directors and the entire Board of Directors in paying salaries according to work results at branches, transaction offices and units.

Every month, these positions must ensure the organization of voting and evaluation of work results to serve as a basis for considering salary payment according to work results in accordance with the business and work results of each position, employee and the entire unit.

To ensure effective salary payment, especially salary based on work results, the

This subject must regularly send monthly periodic reports on personnel changes, business results, and salaries to the Human Resources Management Board at the Head Office (HO) and statistical assessment points, Professional Blocks (Vertical Management Units) quickly and promptly through the Human Resources Department at the branch, transaction office, and unit to ensure overall consistency in salary management in general as well as salary based on labor results in particular.

3.3.7. Recommendations for employees working at SHB

These are the main subjects affected by salary policies in general and salary based on work results in particular. To complete and achieve the highest efficiency in salary based on work results, employees need to:

Learn and master SHB's regulations on salary payment plan based on labor results as well as relevant State laws to be able to protect your rights at work to the maximum.

Those who receive salary according to the salary payment plan based on work results need to coordinate well with evaluation, survey and acceptance units to ensure maximum rights and benefits for themselves.

At the same time, employees also need to proactively contribute useful ideas and new initiatives to best complete the work of building and organizing the implementation of this salary payment plan.

* Summary of chapter 3:

With the above solutions and recommendations to the Bank managers, state management agencies as well as all units, departments and employees of SHB, I hope to help Saigon - Hanoi Commercial Joint Stock Bank SHB to partly resolve the difficulties, obstacles and limitations, weaknesses encountered in building and organizing the implementation of the salary payment plan based on labor results, hoping to contribute a small part to the development of SHB in the future.

CONCLUDE

Through the theoretical basis of the salary payment plan based on labor results, we see that this plan is not only important for the employee himself but it also plays a very important role in the development of the enterprise as well as the whole society. Therefore, perfecting the salary payment plan based on labor results, towards ensuring fairness and efficiency in the organization's salary regime is gradually becoming an essential issue that needs attention, especially for a large-scale enterprise, with a diverse personnel structure and having to regularly use this form such as Saigon - Hanoi Commercial Joint Stock Bank SHB.

Over the past years, Saigon - Hanoi Commercial Joint Stock Bank (SHB) has been developing and implementing a performance-based salary payment plan for employees working at SHB. Although the Bank's Board of Directors has made great efforts in developing, organizing and perfecting the performance-based salary payment plan, there are still many limitations, difficulties and weaknesses, requiring SHB to take timely measures to resolve this issue in order to perfect the performance-based salary payment plan in particular and to improve the salary work in general, ensuring full rights and interests of employees as well as the Bank itself.

Based on the knowledge taught and imparted by teachers at the School and personal understanding as well as from the requirements of objective practice when researching the thesis topic, I have boldly proposed a number of solutions and recommendations to Bank Managers, affiliated units as well as to the staff working at SHB to perfect the salary payment plan based on labor results at SHB. Hopefully, those recommendations will contribute a small part to the development of SHB in the future. Hopefully, in the near future, Saigon - Hanoi Commercial Joint Stock Bank SHB will continue to grow and become the leading joint stock commercial bank in Vietnam, bringing the Vietnamese brand to fly high in the international arena, making Vietnam famous.

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APPENDIX 1

Diagram 1: Organizational structure diagram of SHB. [16, 9-10]