conditions for titles, job types and staff quality classification. Build income mechanisms (internal business salary payment mechanism, treatment regime) according to the principle of paying salary according to work and attracting talent.
Organize assessment and classification of staff to have suitable selection, arrangement and assignment plans on the basis of not increasing and gradually reducing the staffing level of the whole system (the number of newly recruited staff must be less than the number of staff leaving work). Move towards signing labor contracts on the basis of staffing level and labor norms. Change the structure and improve the quality of staff in the direction of rejuvenating the staff,
especially cadres
management, while reducing the rate
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manual labor
work, action
Main, logistics. Recruit new staff with experience, capacity and university degree or higher, along with rearranging labor based on training and development plans according to the requirements of new business tasks. Increase competent staff for key stages (credit, international payment, investment, risk management, information technology, product development, marketing). Staff selection standards set by the base unit must be consistent with each branch and the general standards of the bank.
Develop and implement a plan to resolve the surplus labor (retraining to arrange new jobs, early retirement, retirement according to the surplus labor policy, early termination of labor contracts). For those who do not meet the requirements of the new tasks, Vietinbank needs to have measures to transfer them to other tasks or have a plan to send them for training. Older employees who are not capable of development,
insufficient
ability to undertake tasks
then Vietinbank needs to have
policy to encourage early retirement and retirement.
Urgently develop a team of operators and leaders with good professional qualifications and experience in modern banking operations, who are dynamic and creative, and have the ability to use foreign languages and working tools well.
modern work. Sources of staff creation include: (i) Internal development; (ii) New recruitment with attractive income policies and mechanisms, competitive with other commercial banks to attract good staff. In particular, special attention is paid to the second source of staff creation to take advantage of banking technology secrets of other commercial banks. Recruitment and labor arrangement policies must be based on job requirements and clear selection criteria.
Develop a team of IT staff with sufficient quantity and quality, capable of mastering new technology applications, network administration, system design and operation.
4.2.1.3. Have a systematic training program to strengthen and develop Vietinbank's human resources.
and release
Develop annual, medium-term and long-term training plans. Training content
Focus on vocational training, specialized training, and management training corresponding to the development level of the economy and the bank. Expand forms of training cooperation. Organize courses and training programs conducted by the bank's training institutions or in cooperation with research and training institutions at home and abroad. Diversify forms of training at the bank, combining theoretical training with practice of specific jobs. Expand forms of specialized scientific and technological activities suitable to the nature of the bank's business. Pay attention to applied scientific research and development activities, taking shortcuts to ensure the advanced and scientific nature of Vietinbank, in accordance with the Law on Science and Technology as well as the requirements and qualifications of Vietinbank. The content of specialized training programs should focus on:
Regular training of skills
professional skills
(credit, accounting)
maths,
payment, treasury, forex trading, investment, banking
international, risk management, etc.) and banking business administration for key leaders. This is the most important training content to ensure that staff
Banks are regularly exposed to and updated with new knowledge in the banking sector, especially on strategic operations and products that the bank plans to deploy according to the new business strategy. Priority is given to training and fostering credit officers in analyzing the financial situation of customers, projects, risk management, credit, credit management and supervision.
Training and fostering business management knowledge for leaders
religion
all levels of the bank, continuously organized
Branch Director training course
Branch, Transaction Manager, Customer Service Manager with the instruction of foreign experts from prestigious banks around the world.
Training leading experts in service development research and banking business areas, implementing training cooperation programs with training institutions (universities, research institutes) and other credit institutions abroad through agency/partnership relationships to organize short-term courses, surveys or seminars to share international experiences in the banking sector, especially in service development, products, risk management and new banking technology.
Providing supplementary knowledge for professional activities (marketing, foreign languages, IT, Law, etc.) associated with the modernization of banking technology.
Training part-time lecturers for bank training centers.
Provide information on new policies, practices and procedures on domestic and foreign finance, currency and banking.
Develop policies to encourage staff to self-train and improve their qualifications. Have a plan for university and postgraduate training for staff, and annually send competent staff (who must commit to serving the bank after graduation, otherwise they must pay material compensation) abroad to study and receive specialized training in the banking industry, products and management.
Increase investment in upgrading facilities at the bank's training facilities, while improving the quality of the teaching staff, learning materials and teaching methods. Develop standard banking curricula on modern banking service training. Complete the training process at training facilities from designing and organizing training programs to organizing exams/tests, granting certificates and supervising the application of equipped knowledge into practical activities.
4.2.2. Group of solutions on information technology development
Modern IT systems will effectively support commercial banks in improving service quality, thereby enhancing competitiveness in banking operations. At the same time, modern banking technology also creates conditions for banks to strongly develop e-banking services, which is an inevitable development trend in the near future. Vietinbank's current IT system still has some issues that require urgent research to overcome as follows:
The number of automated transactions is still low, many services are still done manually, causing delays in transactions and management. Office work is almost not automated.
Transaction systems at branches are individual, not suitable for electronic payment systems and international payment to be able to process payments directly to reduce the processing time of a money transfer service.
Vietinbank's IT system has been invested for many years, so
lack of uniformity; compared to other developed countries, it is clearly backward and limited in diversity, so Vietinbank needs to improve and innovate its technology.
turmeric
bank to respond
meet economic development needs
in the near future
Vietinbank's investment in innovation and technology improvement requires the following appropriate steps:
Continue to invest in developing a strong enough core banking system, with a long-term vision sufficient for Vietinbank to use, exploit, and develop services to
become the leading financial group in the region (Currently Vietinbank
is developing the Core banking system phase 2).
Complete and upgrade electronic payment software, new computer software and subscribe to a separate transmission line for the electronic payment system to improve the quality of payment work within the bank.
Develop and upgrade wide area network, synchronize payment system
accounting, local, individual transaction systems at branches compatible with each other
and integrated with the entire banking system's online payment and transaction system.
system
Invest, upgrade and modernize branches in a focused and focused manner. Headquarters, branches in provinces, cities, industrial and commercial centers will be prioritized for modernization to facilitate the business of advanced banking products and services.
Implement the project to modernize the banking and payment system, with special focus on developing the management information system and the payment system.
online transaction network and centralized transaction processing. Established
Contact center to expand electronic banking services.
Purchase packaged software to reduce the time and cost of technology transfer. The software selected for the package has the ability to communicate with external systems, export data to information distribution utilities, reports, and can operate on a variety of servers as well as on different types of networks.
Invest in and upgrade the server platform running applications at headquarters as well as at branches with open architecture, allowing transactions with external systems and full integration with other internal application systems.
Build a central server system, storage disk system and high availability backup devices.
Fully meet the following main requirements in terms of technology for operating the NHBL service system: (i) Centralized management and processing, complete data system. (ii) Automation of NHBL services. (iii) Easy improvement and upgrading of NHBL service products. (iv) Close coordination of banking services, capable of effective integration with new products. (v) Meeting management requirements and providing management information. (vi) Safely and accurately implementing data security, confidentiality, and speed throughout the system.
Increase the quantity and quality of IT staff
information (design analysis)
system, programming, system
O/S system, RDBMS.
Networking, hardware) through recruitment and training to be able to operate and master the operating systems, databases, development tools, hardware, networks of advanced and increasingly complex technology systems.
Increase data transmission capacity, security devices, information security modes and ensure safety of transactions over the Internet or transactions through electronic systems.
Investment in innovation and technology modernization should be carried out in a roadmap that is consistent with service development and financial capacity. Specifically, it should be carried out in the following two steps:
In the period from now to 2015: Deploy and develop a strong enough core banking system, as a basis for the synchronous development of application software in asset and liability management, risk management, credit management, payment system, customer transaction system in a comprehensive technology system with harmonious functions and data uniformity. Modernize and fundamentally automate the transaction system and comprehensive payment and accounting system from transaction points, transaction offices to branches and the Central. Automate the payment system, customer accounting
from automated transactions, customer service, electronic card management, self-service to operational information systems, risk management and online inter-branch banking transactions.
Regarding investment in innovation and modernization of technology, as well as following a roadmap suitable for service development and financial capacity. Specifically, it should be carried out in the following two steps: (i) Maximizing the exploitation of existing conditions, while not yet equipped with expensive IT equipment and specialized software, it is possible to develop applications on the basis of existing software to serve payment needs and services. (ii) Investing in modern equipment and technology
modern: In the context of strong development and great change of information technology
With the rapid development of the banking industry, the tools for providing services and banking products are constantly changing, so a particularly important requirement for commercial banks is to choose the appropriate technology, to take "shortcuts" to ensure both modernity and advancement while ensuring reasonable costs and satisfying the needs of users. With the economic and technical conditions of Vietnam and its financial capacity, Vietinbank should first choose to deploy an automatic banking service provision system: equipping a system of machinery and equipment to automate payment operations, equipping card readers, multi-function ATMs, banking kiosks, online transmission networks from the extension system to the bank's payment center, connecting payment networks with other commercial banks, with the State Bank... and equipment serving the automation of operations and management at the bank. For payment cards, it is also advisable to choose to issue smart cards, because although magnetic cards have low issuance costs, they have revealed many weaknesses such as being easily counterfeited, easily having data stolen, etc., leading to many risks for card accepting establishments and cardholders.
Period from 2015 to 2020: Vietinbank should research and deploy an electronic banking system in a direction suitable to the development trend of the country.
regionally and globally, avoiding the risk of falling behind. In the immediate future, implementing network connections with large customers, providing home banking services, and electronic banking services.
4.2.3. Risk management solution group
Banking business always comes with risks, so to improve
high quality service
banking, effective guarantee
activities of
Vietinbank has been developing sustainably, risk management has always been of special concern to Vietinbank's leaders. With the establishment of the risk management department in December 2012, including the following departments: Risk management, Operational risk, Liquidity risk, Market risk, management activities
Risk at Vietinbank is considered the best in the domestic system today.
system of commercial banks
To improve the quality of risk management, contribute to improving the quality of NHBL products and services, create trust and reputation of Vietinbank in the market, Vietinbank needs to synchronously deploy the following solutions:
Apply best practices in effective business management to replace current ineffective practices and practices.
Now, at the same time, giving a general message to the entire Vietinbank system
continuously improve the quality of banking services. Accordingly,
Vietinbank needs to continue to do well in: (i) Quality management according to ISO 9001:2008 standards; (ii) Implementing a total quality management program (TQM): TQM is a business management philosophy with a series of operating practices that mainly emphasize continuous quality improvement.
operating at
all
stages, processes, service activities
belong to
Vietinbank: Credit, payment, investment, transaction, marketing, treasury, foreign currency, human resource and technology management, accounting... to ensure 100% accuracy in performing activities at all levels and ultimately fully meeting customer requirements. TQM aims to create quality services.