for staff in the system. BIDV continues to successfully implement the Future Banking Leadership Training Program, Course 5 and Course 6, with many new and improved contents in line with the trend of modern commercial banking activities; organizes training to update knowledge for leaders of units; trains source staff for the Mekong Delta region,... The quality of training courses is increasingly improved, especially the practicality and organization of training.
In addition to internal training, BIDV has coordinated with external units to implement training courses such as: short-term banking training program organized by the State Bank in coordination with the Luxembourg Financial Technology Transfer Agency, advanced political theory training... Up to now, the results from the training have helped improve professional capacity and professional handling skills for officers, applying them appropriately to practical work at the units.
Organize training and integration for employees to help new employees grasp and quickly integrate into BIDV's working environment and culture. Develop annual and phased training plans to organize training and professional training for employees to improve their qualifications, knowledge, professional skills, foreign languages and soft skills...
Table 3.18. Summary table of soft skills classes held at BIDV bank in the Southeast region
The operations
2016 | 2017 | 2018 | ||||
Class | SL | Class | SL | Class | SL | |
Communication and consultative sales skills | 3 | 50 | 3 | 50 | 4 | 50 |
Teamwork skills | 4 | 50 | 5 | 50 | 6 | 50 |
Problem solving skills | 4 | 50 | 4 | 50 | 4 | 50 |
Computer skills | 6 | 50 | 6 | 50 | 6 | 50 |
Foreign language communication | 4 | 50 | 6 | 50 | 8 | 50 |
Total | 21 | 24 | 28 | |||
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Source: Author's synthesis
Soft skills classes are held regularly and continuously every year, all officers and employees at the branch must participate. Course content includes:
- Systematize knowledge and understanding of work and customers.
- Equip essential skills in communication and sales.
- Increase initiative and ability to solve problems at work.
- Resolve common situations that arise in sales.
In addition to soft skills classes, employees also regularly participate in professional development classes.
Table 3.19. Summary table of credit training results of employees from 2016 to 2018 at BIDV in the Southeast region
Year
Number of employees participating in training | Post-course evaluation results | ||||
Excellent | Rather | ||||
SL | % | SL | % | ||
2016 | 30 | 8 | 26.7 | 22 | 73.3 |
2017 | 80 | 23 | 28.75 | 57 | 71.25 |
2018 | 90 | 10 | 11.1 | 80 | 88.9 |
Source: BIDV Human Resources Department
The results of Table 3.19 show that although the number of employees participating in annual training has increased, the quality of excellent training has decreased (from 28.75% in 2017 to 11.1% in 2018). This also reflects the current situation at BIDV in the Southeast region, which is that although professional training courses are organized regularly, the quality is not high. Most of the reason is that employees do not invest much time in training, only attending enough sessions because most of these training courses are organized on weekends or in the evening, after working hours. Moreover, training schedules or short training courses take place very frequently due to the constant changes in BIDV policies, as well as regulations of the State Bank.
Other components such as “You have the opportunity to use your skills” have an average value of mean = 3.20, with the response rate of “Agree” and “Strongly agree” being 47.9%. In addition to strict recruitment criteria, BIDV Bank also builds job descriptions for each position, helping employees to grasp the specific roles, responsibilities and tasks of each position.
each individual. The job description of a Teller at BIDV Bank is presented in Appendix 6.2. With specific job descriptions for each position, employees at BIDV Bank have a clear understanding of their work, thereby promoting their full potential and capacity in their work.
“You have the opportunity to improve the way you do your job.” has a mean of 3.26 and at the same time the rate of “Agree” and “Strongly agree” responses are both below 50%, the rate of agreement with this answer is not high. Due to the nature of work in the banking industry related to many other departments, self-improvement without following the process is not acceptable. In addition, the department that monitors the activities of all functional departments will record all operations that are not performed according to the process, thereby recording and reporting to evaluate the quality of the employee’s work. Arbitrarily or improving the process according to personal ideas without approval will affect not only the individual but also the related departments, the mentality of being afraid to take responsibility or avoiding responsibility is a common mentality of employees. Therefore, arbitrarily improving or not following the prescribed process is not possible.
Comment
Lack of opportunities for advancement is the reason why employees lack commitment to the organization. In addition, when working, they must strictly comply with procedures and regulations, which makes employees feel more or less pressured. Moreover, procedures and regulations are often changed and updated, which also partly affects the work results of employees, leading to boredom and wanting to quit.
3.3.3. Group of causes and current status of teamwork
Employees can engage with an organization if they can understand the values and goals of the organization and the development within that organization. They need to understand how their own role contributes to these and the resources available to them, as well as feel well informed about what is happening in the organization. The survey result of the factor “Teamwork” has an average value of 3.754 and this is also the component with the highest average value among the factors affecting employee engagement at BIDV Bank in the Southeast region.
Table 3.20. Mean and standard deviation of the component “Teamwork”
Encryption
Element | Value medium | Deviation standard | |
LVN1 | You work together and support each other. | 3.89 | 0.812 |
LVN2 | You feel like you belong to a team. | 3.78 | 0.810 |
LVN3 | Can you make suggestions to improve the work? of the unit/group. | 3.69 | 0.948 |
LVN4 | You work well with other teams/units. | 3.67 | 0.942 |
Source: Author's synthesis from SPSS processing results
The other answers all have a fairly good average value, with a fairly high average value from 3.67 (LVN4) as the lowest to 3.89 (LVN1) as the highest, with the percentage of respondents choosing to answer “Agree” and “Strongly agree” being over 70%. With a history of 62 years of formation and development, being a large unit with a strong brand, the BIDV Code of Conduct is considered a guideline in the conduct of BIDV staff, including standards of conduct for staff and employees internally and externally (Appendix 6.3).
In addition to the BIDV Code of Conduct, BIDV Bank also developed a Code of Professional Ethics with specific content presented in Appendix 6.4.
2018: BIDV also successfully organized a series of activities to celebrate the 60th anniversary of BIDV's establishment on a system-wide scale and at typical branches. These activities contributed to fostering corporate culture values and solidarity in the common house of BIDV.
In order to ensure smooth operation of departments, and the specific work of the banking industry is related to finance, compliance with the law, honesty and integrity are always given top priority in the Code of Conduct as well as the Code of Professional Ethics. Regulations and standards on internal relations or external conduct are disseminated and strictly followed, any violations are handled quickly and thoroughly, so employees at BIDV comply very seriously.
Table 3.21. Summary table of steps and implementation time of the Retail Credit Process
Step
Content | Part | Time | |
Section 1: Marketing and Credit Proposal | |||
1 | Marketing, consulting, receiving customer records | PKHCN/PGD (CBQLKH) | up to 1.5 business days |
2 | Credit proposal, collateral assessment | CBQLKHCN; LĐPKHCN/LĐPGD; Deputy Director of QLKHCN; TSBĐ valuation team | |
3 | Credit appraisal | (CB TDTD) | |
Section 2: Risk Assessment and Credit Judgment | |||
4 | Credit facilities under branch authority | Head of Science and Technology Department, Deputy Director/Deputy Director in charge of Science and Technology Management/ Director of Technology | Maximum 02 working days at the branch |
5 | Credit facilities under the authority of Head Office | Credit Risk Management Board, Credit Council Headquarters | 05 working days at Head Office |
Section 3: Complete documents after approval and contract signing | |||
6 | Notification and completion of documents after approval; signing of contract | PKHCN/PGD (CBQLKH); Authority | Maximum 02 working days |
7 | Complete TSBĐ procedures | PKHCN/PGD (CB QLKH); Treasury Department; QTTD Department; Authority | |
Section 4: Disbursement/Issuance of Guarantee | |||
8 | Decision on disbursement/issuance of guarantee | PKHCN/PGD (CBQLKH); P QTTD; Competent authority | 4 hours |
9 | Deliver hard copy or scanned documents to the operations department to update information into the SIBS system (Core banking of BIDV), TF | PKHCN/PGD (CBQLKH); PQTTD | |
10 | Disbursement, Guarantee issuance | PKHCN/PGD (CBQLKH); PQTTD; Competent authority; GDKH Department; | 60 minutes from having loan account, or TF Guarantee code |
Section 5: Management after disbursement and issuance of guarantees | |||
Source: BIDV Bank
The steps and contents are clearly listed, the responsibilities of the departments as well as the time to keep the files in the departments waiting for processing are very specific regulations, so when the files are
If there is a delay in any step or department, that department must take responsibility. For example: when receiving a customer profile in section 1 (Marketing and credit proposal), the time to process the profile is only a maximum of 1.5 working days. Because there is a clear work flow chart, the coordination with departments is very smooth and fluent.
Table 3.22. Commitment table for processing time of some transactions at BIDV bank
Business
Processing time | Unit responsible for processing | |
Deposit | 10 minutes/day job | Department of Science and Technology/ Department of Education |
Transfer money | 7 minutes - 30 minutes/ working day | Department of Science and Technology/ Department of Education; Department of Science and Technology/ Department of Education and Training |
Buy and sell foreign currency with individual customers | 15 minutes | Department of Science and Technology/ Department of Education |
Electronic banking | 15 minutes - 45 minutes | Department of Science and Technology/ Department of Education; Center Customer Care; IBMB Department |
Trade finance | 1 - 2 days / maximum 5 working days | Trade Finance Department at Branch; Trade Finance Operations Center |
Retail credit | 60 minutes - 120 minutes (loan with savings book issued by BIDV) / from 1 day to 7 working days personal loan | The Science and Technology Department/ Focal Point receives the Customer's documents and coordinates with other relevant units at the Branch for processing. |
Card | Domestic card: maximum 7 days International card up to 12 days | Department of Science and Technology / Department of Science and Technology Education / PGD; Card Center |
Source: BIDV Bank
All officers and employees must comply with the prescribed commitments and the Commitment Table is widely disseminated to all officers, employees as well as customers participating in transactions at each department.
Comment
Thus, the current teamwork factor is highly appreciated by employees at BIDV in the Southeast region, the coordination in work as well as the organization of the working system is smooth and effective. This proves that employees are quite satisfied with the working processes as well as the rules of conduct internally and externally, and therefore strictly comply. Thus, the group of teamwork factors is not the cause of the decline in cohesion.
3.3.4. Group of causes and current situation according to support from the organization
Employees who are provided with a healthy working environment, health care and full benefits will feel excited about their work, feel attached to the organization, thereby increasing commitment to loyalty and vice versa, commitment decreases. The survey results of the factor "Support from the organization" have an average value of 3.516, the third highest among the 5 factors affecting employee commitment at BIDV bank in the Southeast region. The components of "Support from the organization" have values as shown in Table 3.23:
Table 3.23. Mean and standard deviation of the component “Organizational support”
Encryption
Element | Value medium | Deviation standard | |
HTTC1 | You have a good grasp of the goals of this organization. | 3.42 | 0.958 |
HTTP2 | You are provided with a modern working environment. grand. | 3.85 | 0.905 |
HTTP3 | Does your organization have a health care policy? healthy for employees | 3.54 | 0.930 |
HTTP4 | The organization provides you with security. | 3.23 | 0.922 |
HTTP5 | Do you feel that you can trust the organization? This. | 3.54 | 0.914 |
Source: Author's synthesis from SPSS processing results
The actual survey results show that employees highly appreciate the support from the organization. In fact, in addition to announcing specific goals and development orientations for each period, BIDV is also a unit that takes good care of working conditions for employees.
In 2018, BIDV established 39 transaction offices, increasing the network to 191 branches and 871 transaction offices; strongly developing modern distribution channels with 1,825 ATMs and over 41,000 POS machines. Focusing on implementing information technology projects that have important impacts on BIDV's business and management operations, such as: Corebanking system conversion project; projects serving the development of e-banking, card systems, Trade Finance system replacement project, Loan Management system new equipment project, overall human resource management system, Webportal system; Project on the whole-bank data management framework, implementing the first MIS integration... BIDV has focused on investing in developing new technology applications, building a banking and financial services ecosystem in the context of the 4.0 Industrial Revolution to focus on providing the most support for employees to operate effectively and improve the quality of customer service.
The question "You are provided with a modern working environment" has an average value of 3.85, which is the highest in the group of factors "Support from the organization", the percentage of respondents choosing "Agree" and "Strongly agree" is 71.7%, thus, employees at BIDV are satisfied with the level of support, equipment, and tools to serve the work and operations of employees, the level of equipment is good in both quality and quantity.
“BIDV provides facilities such as machinery, equipment, etc. according to work requirements to serve the work and ensure labor safety for employees working at BIDV. Employers must ensure that the workplace for employees has enough space and light, regularly check safety and hygiene factors, safety and fire prevention, periodically exterminate rats and harmful insects, avoid noise and other factors harmful to the health and work of employees during working hours”.
Source: excerpt from BIDV's "Labor Agreement"
Equipment support is specified in the issued document "Labor Agreement", specifically in table 3.24: