HR Management Solutions for Vietcombank

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SOLUTIONS TO IMPROVE HUMAN RESOURCE
MANAGEMENT ACTIVITIES AT VIETNAM FOREIGN
TRADE JOINT STOCK BANK
NGUYEN NHU AI
SCHOOL OF BUSINESS

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CERTIFICATION BY THE SUPERVISOR
I hereby certify that I have read this project paper and
to my opinion this project paper has met the quality standard and all the
requirements for the award of the degree of
Bachelor in Business Administration (Hons) of the
Malaysia University of Science and Technology.
Signature : NGUYEN NHU AI
Name of Supervisor : Associate Professor Doctor. NGO MY TRAN
Date : April 2022

ii
COMPLETING HUMAN RESOURCE MANAGEMENT ACTIVITIES AT
VIETNAM FOREIGN TRADE JOINT STOCK BANK
NGUYEN NHU AI
BACHELOR OF BUSINESS ADMINISTRATION [HONS]
GRADUATE PROJECT PAPER
A project paper submitted to the School of Business, Malaysia University of Science
and Technology, in partial fulfilment of the requirements for the degree of Bachelor
in Business Administration (Hons).

iii
DECLARATION
I declare that this project paper consists of my original work, with the exception of
quotations and citations which are duly acknowledged, and that it has not been
previously accepted for a degree and is not being concurrently considered for any
other degree at Malaysia University of Science and Technology or any institution.
(Signature)
STUDENT’S NAME : NGUYEN NHU AI
DATE : April 2022

iv
ACKNOWLEDGEMENT
Conducting a research paper on the topic " Completing human resource management
activities at vietnam foreign trade joint stock bank " has helped me understand more
and improve some shortcomings in the human resources situation at Vietcombank.
I would like to sincerely thank the teachers and lecturers of Nam Can Tho University
for transmitting knowledge during the time I participated in studying and living at the
school. Besides, I would like to thank you, you have supported the interview so that I can
have more information to complete my research.
In particular, I would like to express my deep gratitude to Ms. Ngo My Tran – Lecturer
of Nam Can Tho University for enthusiastically guiding, reminding, and pointing out the
shortcomings that helped me to complete the best research paper.
Despite many efforts, but it is inevitable that the shortcomings in the research process,
I look forward to receiving the comments of teachers and friends to improve the
research paper..
I would like to sincerely thank you!
(Signature)
Nguyen Nhu Ai

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ABSTRACT
The research paper the research paper analyzing the status quo and proposing the
solutions to improve human resource management activities at Vietnam Foreign Trade
Joint Stock Bank (Vietcombank ), secondary were data collected at Vietcombank. The
results showed that there are many shortcomings in the four activities of the bank relevant
to human resource planning, attraction activities, training activities and human resource
maintenance activities. Based on those results, some solutions to improve human resource
management activities at Vietnam Foreign Trade Joint Stock Bank including planning a
human resource development strategy, regularly training and its employees, having an
accurate assessment of the capacity of employees, investing funds for professional
improvement classes, mapping out a plan of steps for the new employee training program
and finally establishing a specialized agency to forecast the development of human
resources for the whole system.

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LIST OF FIGURES
Figure 2.1 : Human resource planning process......................................................8
Figure 2.2 : Job analysis description....................................................................................9
Figure 2.3 : Human resource training process.....................................................................14
Figure 3.1 : Vietcombank's organizational chart.................................................................26
Figure 4.1 : Vietcombank's personnel fluctuation chart for the period of 2019 – 2021 .....33
Figure 4.2 : Recruitment process at Vietcombank ...............................................................38
Figure 4.3 : Comparison of income levels of Vietcombank and other banks .....................43
LIST OF TABLES
Table 3.1: Business results...................................................................................................30
Table 4.1 : Percentage of managers and employees.............................................................34
Table 4.2 : Education level of Vietcombank employees in 2021........................................34
Table 4.3 : Ratio of human resources by gender .................................................................34
Table 4.4 : Number of personnel by age .............................................................................35
Table 4.5 : Vietcombank's training costs over the years .....................................................41

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LIST OF ABBREVIATIONS
HR : Human Resources
HRC : Human Resources Committee
AC : Administrative Council
SB : Supervisory Board

viii
TABLE OF CONTENTS
CERTIFICATION BY THE SUPERVISOR.................................................................................i
DECLARATION........................................................................................................................iii
ACKNOWLEDGEMENT...........................................................................................................iv
ABSTRACT................................................................................................................................ v
LIST OF FIGURES....................................................................................................................vi
LIST OF TABLES......................................................................................................................vi
LIST OF ABBREVIATIONS....................................................................................................vii
CHAPTER 1: INTRODUCTION ............................................................................................... 1
1.1. Problem Statement ....................................................................................................1
1.2. Research objectives ...................................................................................................2
1.3. The importance of research.......................................................................................3
1.4. Scope of Study..............................................................................................................3
1.5. The limitations of the study......................................................................................3
CHAPTER 2: BACKGROUND OF STUDY AND RESEARCH METHODOLOGY...................5
2.1. Concepts and roles of human resource management...........................................5
2.1.1. Concept......................................................................................................................5
2.1.1.1. Concept of human resources ............................................................................5
2.1.1.2. The concept of human resource management ............................................5
2.1.2. The role of human resource management......................................................... 6
2.2. Activities to attract human resources......................................................................6
2.2.2. Job analysis..............................................................................................................9
2.2.3. Recruit....................................................................................................................10
2.3. Human resource training and development activities.......................................12
2.3.1. Career development orientation ......................................................................12

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2.3.2. Training and development.................................................................................13
2.4. Maintain human resources ......................................................................................15
2.4.1. Assessment of the performance of the work of the employee....................15
2.4.2. Pay the workers....................................................................................................17
2.4.3. Industrial relations and working environment.............................................18
2.5. Research methods......................................................................................................19
2.5.1. Method of data collection...................................................................................19
2.5.2. Data analysis method..........................................................................................19
CHAPTER 3 : OVERVIEW OF VIETNAM FOREIGN TRADE JOINT STOCK COMMERCIAL
BANK (VIETCOMBANK) .......................................................................................................20
3.1. Basic information on Vietnam Foreign Trade Joint Stock Bank
(Vietcombank) ......................................................................................................................20
3.1.1. Overview of Vietnam Joint Stock Commercial Bank....................................20
3.1.2. History of formation and development ..........................................................20
3.2. Business activities.....................................................................................................25
3.3. Organizational structure and tasks of departments..........................................26
3.3.1. Organizational structure ..................................................................................26
3.3.2. Tasks of departments........................................................................................27
3.4. Results of the bank's business in the last 3 years................................................31
CHAPTER 4: RESULTS AND ANALYSIS ..............................................................................34
4.1. Characteristics of human resources at Vietcombank.........................................34
4.2. Activities to attract human resources at Vietcombank......................................36
4.2.1. Human resource planning..................................................................................36
4.2.2. Job analysis............................................................................................................37
4.2.3. Recruitment process ..........................................................................................38
4.3. Human resource training and development activities.......................................40
4.3.1. Integration training............................................................................................40

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4.3.2. Human resource training and development activities................................41
4.4. Human resource maintenance activities...............................................................43
4.4.1. Vietcombank's classification data ...................................................................43
4.4.2. Remuneration, benefits and benefits..............................................................44
4.5. Assessing the achievements and limitations in human resource management
activities at Vietcombank...................................................................................................46
4.5.1. Achievements.......................................................................................................46
4.5.2. Limitations............................................................................................................47
CHAPTER 5: RECOMMENDATIONS AND CONCLUSION ..................................................48
5.1. Solutions to improve human resource management at Vietcombank............48
5.2. Conclusion ...................................................................................................................50
REFERENCES..........................................................................................................................52

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CHAPTER 1: INTRODUCTION
1.1. Problem Statement
In order to produce material goods and services for society, enterprises need to have
materials, machinery, people and science and technology. For centuries, people have known to
create materials, machinery, science and technology and use them to create material wealth for
themselves and society. Therefore, it can be said that people are the most valuable assets, the
most decisive factor of the business and at the same time, the business always requires employees
with good personal qualities. This becomes even more important when businesses face the
competition, difficult challenges of the dynamic market economy and the trend of globalization
and regionalization of the economy.
In order to achieve the goal of building the country into a modern industrial country, the
Government needs to have a rich financial resource for the investment in building the country.
Therefore, many financial and banking centers have been established across the country to
mobilize capital resources from abroad and from within the people, thereby ensuring the flow of
money for investment and production and business activities contributing to the implementation
of the country's common goals.
Creating conditions for increasingly rich and diverse financial activities to serve the capital
needs for development investment and production and business, the Government has issued many
favorable policies for major banks in the world to invest in Vietnam, they have strong potential
for capital, Modern science and technology, business experience in the market and strong brand
attract customers compared to domestic commercial banks, which makes Vietnam's banking and
finance market increasingly competitive. In order to be able to stand and jointly develop in
parallel with the development momentum of the banking system, domestic commercial banks
must maximize their available potential, by taking advantage of their strengths indigenous human
resources, knowledge of vietnamese culture, customs and customers, thereby attracting human
resources in the increasingly competitive market.
The speed of financial market development is as fast as it is now, the formation of a series of
commercial banks in recent years, along with commercial banks always take advantage of
expanding their operations to many large markets, boldly developing new types of financial
business to attract customers and expand market share in the market. Financial school. These
require a large workforce in the banking sector to meet operational needs. Many commercial

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banks have launched many tactics to attract good bank officials to their banks, making the
demand for high-quality resources in the banking and finance sector increase quite large. Since
then, maintaining available human resources, attracting high-quality resources from competitors
and training to develop human resources to improve professional qualifications and management
to meet the needs of the development of the banking industry is now a matter of need of research
and urgency.
After nearly 60 years of construction and development, Vietcombank has always played the
role of one of the main banks in the commercial banking system in Vietnam. Vietcombank has
been equitized since 2007 plus the daily changes of science and technology in the world if only
maintaining the same workforce will cause them to lag in awareness leading to lagging in
products and services, and thereby will reduce the competitiveness of Vietcombank. Therefore,
the issue of training and human resource development is an important issue in the organization
that needs to be focused on investment and development.
With a large scale, and a relatively large number of human resources, human resource
management is focused but sometimes it is inevitable that shortcomings should be gradually
improved step by step.
Stemming from the above-mentioned practical requirements, the existence and sustainable
development, good maintenance of human resource management and attracting human resources
from competitors, in order to contribute to the development of the country's banking and finance
market of Vietcombank is very necessary. As a person working at Vietcombank, with the desire
for Vietcombank to develop sustainably in the integration trend, I have chosen the topic :“
Improving human resource management at Vietnam Foreign Trade Joint Stock Bank ”.
1.2. Research objectives
1.2.1. General objective
The general objective of the thesis is to analyze the current state of human resources
management activities at Vietcombank, thereby proposing solutions to improve human resource
management at Vietcombank.
1.2.2. Specific objective
In order to achieve the common goal, the specific goal is :
Analyzing and evaluating the current situation of human resource quality and human
resource management activities through the functions of recruiting, training and developing and
maintaining human resources of Vietcombank.

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- Identifying the achievements and shortcomings human resource management activities at
Vietcombank.
- Proposing solutions to improve human resource management activities for Vietcombank.
1.3. The importance of research
Based on the research situation mentioned, the thesis has certain contributions to
Vietcombank as follows:
Through the analysis, the author has assessed the situation of human resource
management activities of Can Tho City Power Company in the past time effectively or
inefficiently also through the activities: (1) human resource planning; (2) work analysis; (3)
recruitment and job placement; (4) training and development; (5) assessment of the
performance of the work; (6) pay labor; (7) Industrial relations and working environment.
System of solutions for the improvement of human resource management activities
such as human resource planning; work analysis; recruitment and job placement; training
and development of human resources; assessment of the performance of the work;
Improving industrial relations and working environment is the scientific basis for
Vietcombank's leaders to refer to to improve the efficiency of human resource management
activities in the unit. In addition, the research results are also a document for banks with
characteristics similar to Vietcombank can refer to to improve human resource
management activities at their banks.
1.4. Scope of Study
The scope of research of the thesis is limited to analyzing the situation of the main activities
of human resource management at Vietcombank, thereby providing solutions to complete the
management of human resources. Specifically as follows :
- About space: research is carried out with data collected from Vietcombank.
- In terms of time: the data using the research topic is mainly the period from 2019 to 2021.
1.5. The limitations of the study
Despite the efforts, it is impossible to avoid the limitations in the research process: Firstly,
the research period in the period from 2019 to 2021, may not be enough to fully evaluate the
quality of human resource management at Vietcombank. Second, the metrics provided are
internal metrics that may be incomplete and accurate.
1.6. The structure of the study
The main composition of the thesis consists of 3 chapters, with the following main contents :

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Chapter 1: INTRODUCTION
Chapter 2: BACKGROUND OF STUDY AND RESEARCH METHODOLOGY
Chapter 3: OVERVIEW OF VIETCOMBANK
Chapter 4: RESULTS AND ANALYSIS
Chapter 5: RECOMMENDATIONS AND CONCLUSION

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CHAPTER 2: BACKGROUND OF STUDY AND RESEARCH METHODOLOGY
2.1. Concepts and roles of human resource management
2.1.1. Concept
2.1.1.1. Concept of human resources
Depending on different interpretations and approaches, there are different perspectives on
HR. In terms of biological significance, human resources are life resources, the unified entity of
organisms and society.
According to Chellam (2019), Human resources are all the people that an organization uses
to produce material wealth or to provide services.
According to Jiang (2012), Human resources are human resources of the country or of an
organization, which is human capital. At the macro level it is a social resource, a collection of
many different individuals and personalities with different needs and psychology, the entire staff
of the organization, both as the object of management activities as well as the active subject and
the driving force of that organization.
According to Cardon and Stevens (2004), Human resources are the sum of reserves,
potentials, forces that demonstrate human power and influence in the creation of natural and
social wealth.
According to Dayal (2021), The human resources of a country or a region, a region, a
locality are the summation of that person's labor potential in a defined time. That potential
includes the physical, mental and mental strength (ethics, lifestyle culture, personality and
historical cultural traditions, national culture) of a segment of the population that can participate
in socio-cultural activities.
Thus, HR are the sum of human capacities in terms of physical, intellectual and personality
to meet the development needs of people themselves and society. These competencies are formed
and developed through education, training, health care, information, communication, etc.
2.1.1.2. The concept of human resource management
First of all, to understand human resource management, let's find out what is management,
human resource management and human resource management is similar and different.
According to David (1979), management is an essential activity to ensure the coordination of
individual efforts to achieve the goals of the organization and of the individual.

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In the view of Nguyen (2008), "Human resource management is the overall coordination of
planning, recruitment, selection, maintenance, development, encouragement and creating all
favorable conditions for personnel through the organization, To achieve strategic and directional
goals" and “Human Resource Management is a system of philosophies, policies, and functional
activities on attracting, training, developing and maintaining the people of an organization in
order to achieve optimal results for both the organization and its employees”. (Tran, 2006)
2.1.2. The role of human resource management
The role of human resource management is reflected in the following key objectives:
- Effective management and use, the most optimal human resources in the organization to
increase labor productivity, quality of work and profitability for the company. Here, human
resource management plays a key role in reducing labor costs in companies that contribute to the
company's competitive position in the market.
- Support and help the company respond to the changes of technology and technology
through recruitment, training and staff development.
- Strive to meet and satisfy the increasing needs of employees, facilitate and help
employees reach their full potential to do the job in the best way possible.
- Encourage, motivate and motivate employees to work actively, stick and be loyal to
work and company.
- Link between human resource management and the company's business strategy. With
the functions and tasks of Human Resource management, it helps the company achieve strategic
human goals within the company.
2.2. Activities to attract human resources
2.2.1. Human resource planning
According to Ivancevich (2010), "Human resource planning is a process that is a planning
system. It shows how an organization estimates the supply and demand for human resources in
the future.”.
According to Tran (2015), "Human resource planning is the process of researching,
determining human resource needs, introducing policies and implementing operational programs
to ensure that enterprises have enough human resources with appropriate qualities and skills to
perform productive work, high quality and efficiency according to the strategies of the
business”.

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While Daft (2016) defined "Human resource planning is the process of forecasting human
resource needs and striking a balance between missing work expectations and employee
characteristics”.
The above definitions have something in common is that human resource planning is a
process of analyzing, researching, forecasting human resources, adjusting from time to time,
ensuring that the business has sufficient resources and must be closely linked to the overall
strategy of the business because it will directly impact the profitability of the business.
Human resource planning is considered an important part of the business strategy planning
process of the business because all business development plans are carried out by people. The
labor surplus leads to high personnel costs, poor performance and a direct impact on the business
results of the business, especially profitability. In contrast, the shortage of personnel also leads to
large overtime costs, the risk of not achieving the set work plan and the challenge of timely
recruiting workers to meet the requirements of capacity and professional to complete the work.
Good planning helps organizations and businesses reduce the risks of redundancy or shortage of
human resources and thereby limit additional costs incurred in labor as well as ensure
competitiveness in the market.
The human resource planning process is carried out according to the following steps: (1)
environmental analysis, determination of objectives and strategies for the business; (2) analyze
the current state of human resource management of enterprises; (3) forecast workload (for long-
term goals and plans) or determine workload and conduct work analysis (for short-term goals and
plans); (4) forecasting human resource demand (for long-term goals and plans) or identifying
human resource needs (for short-term goals and plans); (5) analyze the relationship of human
supply and demand, the ability to adjust, and set out policies, plans and implementation programs
to help enterprises adapt to new needs and improve the efficiency of human resources use; (6)
Implement policies, plans and programs on human resource management of enterprises in step
five and (7) check and evaluate the implementation situation. These steps are shown in the image
below.

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Figure 2.1: Human resource planning process
Source: (Tran, 2015)
Environmental analysis, goal
identification, strategic selection
Workload forecast
Analysis of the status of
human resources
Forecasting and
determining human
resource needs
Analysis of demand, ability to adjust
human resources
Establish policy Identify action programs
Implementing programs (attracting,
training, developing, evaluating,
paying, rewarding,...)
Check and evaluate the implementation
and improvement situation

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2.2.2. Job analysis
According to Tran (2015), "Job analysis is the process of studying the content of work to
determine the conditions of conduct, tasks, responsibilities, powers when performing the work
and the qualities and skills employees need to have to perform the work well”.
When analyzing work, it is necessary to build two basic documents: the job description table
and the work standard table. A job description is a document that lists the functions, tasks,
relationships at work, working conditions, inspection requirements, supervision, and standards to
be achieved when performing the work.
The job description helps us understand the content and requirements of the job and
understand the powers and responsibilities when performing the work..
A work standards table is a document that lists personal competency requirements such as
education level, work experience, problem-solving ability, other skills, and personal
characteristics that are most appropriate for the job. Job standards help us understand how
businesses need employees to get the best job done.
In general, job analysis will provide information about the requirements and characteristics
of the job, help managers recruit, select, train, evaluate employees, determine the value of the
job, pay the right people for the right job, illustrated in figure 2.
Figure 2.2. Job analysis description
Job analysis
Job description table Work standards table
Recruitme
nt,
selection
Training
Employee
evaluatio
n
Determin
e
employee
value
Labor
remunera
tion

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Source: (Tran, 2015)
Job analysis will give a thorough and clear job description, while assessing the frequency
and importance of task behaviors and accurate assessment of skills, abilities and other
characteristics required at work, interpersonal relationships, Department in the organization in
the implementation of the work. In addition, job analysis is closely linked to human resource
management activities such as: (1) recruitment and selection, thanks to job analysis information
that employers can choose and find the right employees for the company and when researching
recruitment must evaluate the most important skills and abilities that employers can choose and
find the right employees for the company and when researching the selection must evaluate the
most important skills and abilities. It is necessary to do the job; (2) Professional training and
development to build effective training programs, it is necessary to know what skills are
necessary for the job as well as help workers transition effectively from one career stage to
another; (3) salary, as wages often go hand in hand with...
In summary, job analysis is to determine the conditions of conduct, tasks, responsibilities,
powers when performing the work; the qualities and skills employees need to have in order to
perform the job well; standards for assessing the quality of work completion; The relationship
between that job and another job in your business. To determine the job, the company needs to
have a system of job description tables, job standards tables for employees to divide the work
clearly; responsibilities, powers and rights go hand in hand. In addition, information from job
analysis is used to guide the recruitment process and complete the staffing arrangement; plan the
appointment and transfer of work to employees; develop a work assessment system, job rating
and salary system; finalize measures to improve working conditions, protect the health and long-
term employability of employees and identify the need for employee training and planning for
their training programs.
2.2.3. Recruit
According to Ivancevich (2010), "Recruitment is a set of activities the organization uses to
engage job seekers with the abilities and qualities necessary to help the organization accomplish
its goals”.
The hiring process begins with an effort to find people with the right abilities and attitudes
for the job. Whether candidates meet the recruitment efforts or not depends on their attitude
towards the tasks, tasks in the new job, the professional experience that they have previously had
that meet the requirements of the business or not. Recruitment also depends on many external

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factors such as government regulation, the state of the labor market, the composition of the
workforce and the geographical location of the business. In addition, the organization's views on
recruitment requirements, policies and processes, and the organization's image also affect
recruitment.
Recruitment can be from the internal candidate source of the business is often judged to be
reliable because the organization has gained more or less information about their background,
understands the working style and achievements already in the business, and they have become
accustomed to the unique working style of the business or from external candidate sources.
However, currently, the recruitment of candidates inside the business often selects management
positions.
Once the organization has run out of internal candidates, it is possible to recruit from the
outside. There are many methods of recruitment from the outside such as advertising in the
media, recruiting through job placement centers, recruiting graduates in universities, colleges,
professional high schools, vocational training facilities. In addition, today the recruitment of
employees is carried out over the internet. However, it is also possible to replace the recruitment
of more ice agents to ask employees to work overtime, hire temporary workers,...
The order of recruitment may include the following steps: (1) recruitment preparation; (2)
notice; (3) receiving and studying dossiers; (4) preliminary interview; (5) multiple choice tests;
(6) a second interview; (7) verification and investigation; (8) medical examination and (9) hiring
decisions. In the above steps, multiple choice tests and interviews are considered important, as
this is an effective selection skill, helping managers choose the right people for the right job and
helping each person better understand their abilities, choose a suitable career or job. Examination
and examination is the evaluation of candidates in terms of knowledge, understanding, ingenuity,
fitness, psychology and interests, achievements, examination of the performance of work,
through quantitative methods. This method will be favorable when a candidate has a sample
standard or compared to another candidate during the selection process.
It can be affirmed that recruitment is an important factor, greatly affecting the production and
business activities of the company. Recruitment is the process of selecting candidates who fit the
job requirements. Doing a good job of recruiting and selecting the right workers for the job will
mean reducing the number of workers transferring jobs, improving employee satisfaction as well
as the efficiency of the company. After recruitment, the job will be arranged for the recruit, on
the basis of job analysis. The assignment is in accordance with the expertise and in accordance
with the preferences of the employee, the work efficiency will be high, the employee will work

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long-term at the company and vice versa if the work is assigned inappropriately, the employee
will quit, jumping or not working effectively, affecting the company's business results.
2.3. Human resource training and development activities
Training is often used when it comes to teaching people how to perform tasks related to their
current job, while development refers to guiding people with broader skills that are not only
useful for their current job but also prepare them to be competent to take on greater responsibility
in their future jobs. tow.
HR development and training programs demonstrate efforts to help employees perform
better, especially when employees perform work that don't meet standards or when employees
take on new jobs; update skills and knowledge as enterprises change technology techniques;
work guidance for new employees; avoid outdated management status, as well as prepare the
management team, adjacent expertise and satisfy the development needs of employees. This
functional group, which has two main activities is (1) career orientation and (2) training and
development.
2.3.1. Career development orientation
According to Ivancevich (2010, "A career is a type of work-related experience (such as job
descriptions, work responsibilities, decisions, and subjective explanations of work-related events)
and activities that occur according to one's work cycle." and "Career orientation." i.e. orientation,
guiding employees to understand their work, company, colleagues and tasks.”
The company can help employees develop their careers through activities such as seminars,
career advisors; establish the company's career goals, provide information on career
opportunities, and provide many necessary opportunities for employees to achieve career
development priorities; provide feedback to employees about their ability to perform their work
and career development capabilities; set high requirements and standards, create opportunities for
employees to work independently and creatively while having high attention and support for
employees in the work. This will help employees, especially newly hired employees, form good
working habits, prepare the necessary conditions so that they can advance, develop their career
later.

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2.3.2. Training and development
Training is the process of systematically changing employee behavior in how to help
employees achieve their company's goals. Training means showing the skills and abilities
required of current jobs. It has an existing orientation program and helps employees master the
specific skills and abilities needed if they want to succeed at work. (Ivancevich, 2010)
Training is important for current and new employees. Help employees perform better on the
basis of capacity improvement, updating new skills and knowledge for employees, new working
methods, new technologies. In addition, the training will help promote the initiative and
responsibility of employees, helping to strengthen the organizational culture; work orientation,
satisfying development needs for employees and helping the organization adapt to changing
environments.
Classification of training: according to the training content, there is work-oriented training
and business-oriented training. According to the way of organizing training, there are types of
formal training, in-office training.
Training methods: there are popular training methods in the classroom, popular training in
the workplace.
The training process includes the following important steps:
Step 1: Identify training needs: is to analyze the gap between the knowledge and competence
skills required to perform the work with the status quo, on the basis of which determines when,
where, what content and how many people must be trained.;
Step 2: Plan and prepare, including determining training objectives, selecting training
subjects, building content, selecting forms, training methods, teacher selection, estimating
training costs, facilities,...
Step 3: Organize the implementation of training, based on the plan and results of preparation,
organize the implementation of training, monitor progress, adjust if necessary;
Step 4: Assess the effectiveness of training, can combine factors according to the reaction of
learners, the knowledge of skills acquired, the level of application to the performance of the
work, the results of the organization achieved.

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Figure 2.3: Human resource training process
Source: (Truong, 2008)
Training helps to make the most of existing human resources and improve business
efficiency. Through training, workers have a better understanding of the job, better master the
profession to perform their task functions in a self-conscious way with a better attitude as well as
the ability of workers to adapt to their current and future jobs.
Training and developing human resources is closely related and inseparable. The nature of
human resource training and development are activities that help improve the level, affecting the
professional behavior of employees. The basic difference is that training is oriented towards
making up for the lack of knowledge and skills to perform the current work of the individual,
while development is the preparation of knowledge for the implementation of the work in the
future.
Identifyin
g needs
Plan and
prepare
Execute
the plan
Performa
nce
assessmen
t

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On that basis, the author will not separate these two activities but unify into a common
activity of training and career development.
2.4. Maintain human resources
2.4.1. Assessment of the performance of the work of the employee
Performance assessment is an activity used to assess how productive a worker is. The
purpose of the evaluation is to provide feedback to employees who know how well they perform
their work against standards and compared to others. When employees receive feedback they can
use them to improve their performance. In addition, they also stimulate employees to have
creative ideas, plan human resources for the business, develop employees, improve the human
resource management system of the business.
The performance factors that the company relies on to evaluate the performance of the
employee are called evaluation criteria (quality of work, workload, cost to complete the work).
There are many methods of evaluating the results of work including rotating ranking method,
pair comparison method, transcript method, retention method, behavior observation method, goal
management method, method of evaluating performance performance according to key
performance indicators (KPIs).
KPI is a system of measuring and evaluating work efficiency is a tool to measure and
evaluate the performance of work expressed through data, ratios, quantitative indicators, in order
to reflect the performance of organizations or functional departments or individuals. KPIs are a
modern tool that helps managers implement leadership strategies into management objectives and
action programs specific to each department, each employee. Therefore, KPIs apply for many
purposes: managing the work system of the Company / unit, self-managing the work of the
department / department and self-management of the work of the individual.
The goal when building KPIs must be aimed at ensuring smart: S (Specific): specific criteria;
M (Measurable): Measurable; A (Achiveable): Achievable; R (Realistics): Practical and T
(Timebound): Having a specific deadline, the effectiveness of the performance assessment will
be very high.
Advantages of using KPIs in performance assessments: It can be a very quick way to show
the current performance of a purpose or a strategic goal; Decisions can be made faster when there
are noticeable and accurate measurements attached. Can help management recognize the
achievements of the company, department / department or a certain employee of theirs so that

16
there is a way to encourage and motivate employees; a team can work together for measurable
purposes; Set measurable targets, from which the evaluation of the performance of the work will
be more specific and easier to implement without fewer recommendations and disagreements.
Disadvantages when using KPI system: If the building KPIs do not meet the SMART
criteria, it not only adversely affects the performance evaluation system but also has bad
consequences for the company's management system in general; If the goal does not meet the
specific (specific) criteria, the employee does not know what to do and how to achieve the
desired work efficiency; Indicators that do not meet the measuarable (measurable) criteria are no
longer meaningful to measure the performance of the work; KPIs that fail to meet achievable and
realistics are not achieved, and employees are unable to achieve their goals despite their best
efforts. This leads to psychological frustration, depression and unwillingness to work; KPIs don't
have specific limits: workers don't know how long this work has to be done or when it has to be
completed. This makes it very difficult for employees in the process of performing the work;
When using kpi l...
The evaluation of the performance of employees is understood as: the process of reviewing
and systematically evaluating the performance and competence of employees, including work
results, methods of work, qualities and skills to perform the work.
Evaluating the performance of the work is an important factor and affects the management of
human resources of the company, in order to provide feedback so that employees know the level
of completion of tasks compared to the sample standards and other employees; help employees
promptly correct mistakes, stimulate employees to have new initiatives, complete the work well;
provide information as the basis for training, career development, labor payment, transfer,
improvement of organizational structure,...
Steps to build KPIs:
Step 1: Establish a basic set of work documents: a set of documents to guide employees to
realize the common goal of the business. Job information including Job description; Criteria for
completing the work; Competency standards; Workflow.
Step 2: Develop a system of criteria to evaluate the specific capacity of each employee to
apply for each job position according to the built capacity standards and work efficiency.
Step 3: Set up an evaluation method.
Step 4: Set up the evaluation process and organize the implementation.

17
Step 5: Use the evaluation results in effective pay and reward; work arrangements; Employee
development planning; Make a training plan; transfer and improvement of organizational
structure,…
2.4.2. Pay the workers
This is an important function in human resource management. Pay the employee in return for
the effort they put in to complete the task of the company.
According to The Labor Law (2012), "Wages are the amount of money that the employer
pays the employee to perform the work as agreed upon. Salaries include salaries by job or title,
salary allowances, and other additions.”
The employee's income from employment includes the following items: basic salary, salary
allowance, bonus and benefits paid to the employee based on labor productivity and quality of
work. Each factor has its own calculation and has a different role to stimulate and motivate
employees to be enthusiastic, positive, creative in their work and loyal to the business.
- Basic salary: is determined on the basis of the complexity of the work, working
conditions, the capacity level of the employee and the value of the school. The basic salary is
paid fixed to the employee due to the performance of specific work responsibilities.
- Salary allowance: is the employee's salary in addition to the basic salary. It complements
the basic salary. additional compensation for employees when they have to work in unstable or
unfavorable conditions that have not been taken into account when determining basic salaries
such as toxic or dangerous allowances; overtime allowance,…
- Bonus: is a type of material stimulation that has a positive effect on workers in striving to
perform better work. Tiring bonuses include: quality productivity bonus, savings bonus, initiative
bonus, reward according to business results,...
- Welfare: The types of benefits are very diverse, depending on many different factors as
prescribed by the State. Welfare shows the interest of the business in the life of employees, has
the effect of stimulating employees to be loyal and stick with the business.
There are many forms of pay in the business, including: pay overtime, pay according to
employees and pay according to the results of work performance. The factors that determine
workers' wages and incomes are diverse, rich, and categorized into four groups: the worker
himself, the job, the business, and the external environment. A business's wage policy should
focus on three basic issues: the general salary in the business, the structure of the wage system,
and the distinct capacity of individuals when performing the job.

18
In the company, the income received by the employee must correspond to the labor
productivity of that person, the production and business efficiency of the unit, must comply with
the provisions of law. The author affirms that this is an important indicator and affects the
management of human resources of the company.
2.4.3. Industrial relations and working environment
The Labor Law (2012) defines: "Industrial relations are social relations arising in the hiring,
employment and payment of wages between the employee and the employer". Accordingly, the
labor relations between employees or collective employees and employers are established
through dialogue, negotiation and agreement according to the principles of voluntary, goodwill,
equality, cooperation, respect for each other's legitimate rights and interests.
Trade unions and organizations representing employees to join with State agencies to support
the construction of harmonious, stable and progressive industrial relations; supervise the
implementation of labor law provisions, protect the legitimate rights and interests of employees
and employers.
For industrial relations, the collective labor agreement is a social progress, recognizing the
right of all wage earners, to be adopted through their representatives as trade unions to
collectively determine the working conditions, especially those that are favorable to workers
compared to those of law. A collective labor agreement is a written agreement between the
collective employee and the employer on the working and employer conditions, the rights and
obligations of the two parties in the industrial relations.
It can be seen that industrial relations are a very important factor, affecting the human
resource activities of the company. Because industrial relations include the competence of
superiors, friendliness, attention, protection when necessary, recognition of employee
contributions, fair treatment of subordinates. In addition to the relationship with superiors,
experts also believe that employees need the support of colleagues when necessary, find comfort
in working with colleagues, and employees must see colleagues dedicated to the work to achieve
the best results.
In addition, the working environment according to the author of the working environment is
also a very important factor and affects the management of human resources in the company.
Because the working environment reflects the state of the workplace of the employee, it includes
the appropriate working time, the safety of comfort in the workplace, the work is not excessive,
equipped with the necessary items for the work, ensuring the conditions of safety, labor

19
protection. The working environment is a factor that directly affects the employee, so it
determines the stay or departure of the employee. The working environment as much as possible
will create conditions for employees to stick with the business and perform well in the business,
so that it affects the management of the company's human resources. Therefore, according to the
author, it is necessary to add the working environment to this activity of human resource
management in the company.
2.5. Researchmethods
2.5.1. Method of data collection
Secondary data sources are collected including the number of employees, labor
structure; qualifications; number of employees recruited, trained annually,
remuneration and reward regimes from the company's professional department from
2019 to 2021.
2.5.2. Data analysis method
Data were analyzed by the comparison method : Comparison is a widely used
method, popular in economic analysis in general and financial analysis in particular. The
purpose of the comparison is to clarify the differences or unique characteristics of the
subject of the study; from there, help interested subjects have grounds to make
decisions to choose.
Forms of comparison: The types of comparisons commonly used in analysis are absolute
numerical comparisons, relative numerical comparisons, and comparisons with averages.
Relative numerical comparison: Unlike absolute numbers, when compared to
relative numbers, managers will understand the structure, relationships, speed of
development, popularity and trend of fluctuations of economic indicators. In financial
analysis, analysts often use the following types of relative numbers :
- Relative number of moves: Used to reflect the rate of volatility or growth rate of
the indicator and is usually used as a relatively original number [original period fixation:
yi/y0 (i = 1, n)] and a relatively continuum number [original period change: y(i + 1)/yi (i
= 1, n)].
- The relative number reflects the level of implementation: Used to assess how much
performance in the period of the enterprise reaches compared to the original. The relative

20
number reflects the level of performance that can be used under the index or rate and is
calculated as follows :
The index (percentage %)
performed against the root
of the research target
=
Performance quota value
x 100
Original target value
Comparison with the average number: Other than the comparison by absolute number
and relative number, the comparison by the average number will show the level that the unit
achieved compared to the overall average of the whole, of the industry, of the region.
Thereby, managers determine the current position of the business (advanced, medium, weak).
CHAPTER 3 : OVERVIEW OF VIETNAM FOREIGN TRADE JOINT
STOCK COMMERCIAL BANK (VIETCOMBANK)
3.1. Basic information on Vietnam Foreign Trade Joint Stock Bank (Vietcombank)
3.1.1. Overview of Vietnam Joint Stock Commercial Bank
Bank Name: Vietnam Foreign Trade Joint Stock Commercial Bank
Type: Joint stock enterprise
Sectors and industries: Finance - Currency
Established: April 1, 1963
Head office: 198 Tran Quang Khai Street, Hoan Kiem, Hanoi, Vietnam
Total assets : VND 1,303,633 billion (30/06/2021)
Executive Staff: Pham Quang Dung – Chairman of the Board of Directors
3.1.2. History of formation and development

21
Vietnam Foreign Trade Joint Stock Bank was established and officially put into operation on
April 1, 1963. The organization was formerly the Department of Foreign Exchange (under the
State Bank of Vietnam). Vietcombank is the first unit selected to pilot equitization in the banking
sector. On September 30, 2009, Vietcombank shares were officially listed on the Ho Chi Minh
City Stock Exchange.
Over 58 years of establishment and development, Vietcombank has gradually matured and
grown the network through important milestones:
The early stage with the forerunner of the Foreign Exchange Department:
The predecessor organization of Vietcombank is the Department of Foreign Exchange
Management under the State Bank of Vietnam established on January 20, 1955. In 1961, this unit
changed its name to the Foreign Exchange Department of the State Bank of Vietnam under
Decree No. 171/CP dated October 26, 1961 of the Government Council. This agency is a
department under the State Bank of Vietnam performing the function of advising and researching
state management policies in the field of foreign exchange and conducting business activities of
the bank. foreign trade.
1963 - 1975: Officially born and actively participated in the resistance to unify the
country
According to Decree No. 115/CP dated October 30, 1962 issued by the Government Council,
Vietcombank was officially opened on April 1, 1963 on separation from the Foreign Exchange
Department under the State Bank of Vietnam..
Established in 1963 during the period of fierce anti-American war, Vietcombank excelled at
its great historical mission as Vietnam's only foreign affairs bank, contributing to the
development of the North's economy, while also supporting the Southern battlefield.
During this period of resistance, the B29 special foreign currency fund at Vietcombank was
established. B29 operates on a single route and is fully secured under the direct direction of the
Politburo and the Central Standing Committee of the Southern Bureau. With just over 10 people
operating, the unit transported large amounts of foreign currency, weapons, ammunition, food,
medicine,... to the southern battlefield.
1976 - 1990: Overcoming difficulties
During this period, Vietcombank was the only foreign bank with exclusive rights in all three
aspects: foreign currency monopoly, exclusive supply of import and export credit and exclusive
international payment transactions.

22
After 1975, Vietcombank took over the banking system of the old regime, participating in
negotiations to reduce debts for the people. Under the economic embargo, Vietcombank
continued to receive aid, seek foreign currency loans, promote the recovery and development of
the country after the war.
1990-2000: Steps in the early stages of innovation
In 1990, the banking innovation scheme was approved by the Council of Ministers,
Vietcombank officially became a state-owned commercial bank, doing business in the field of
foreign affairs.
In the context of the country's many difficulties due to the embargo siege, Vietcombank
has made breakthrough steps and transformed itself strongly through the following
milestones:
- In 1993, he joined the international payments organization SWIFT.
- In 1995, he became a member of the Asian Bankers Association.
- In 1996, joined the international card organization (the first bank in Vietnam
to issue Master card and Visa card international credit cards).
- Founding vietnam bank card association, pioneering in applying technology
to banking activities.
During this time, Vietcombank also invested in major projects such as Nam Con Son gas
pipeline, Phu My Dam, Yaly hydroelectric power plant,...
Vietcombank is also involved in consolidating and handling some weak joint stock
commercial banks. Supporting capital, human resources and transactions, these banks have
overcome difficulties, gradually stabilized and risen.
2000 - 2005: Vietcombank restructuring phase
Vietcombank is a pioneer in the implementation of the restructuring project (2000 -
2005), the content of the project is to improve financial capacity, technological innovation,
executive management, modern product and service development, contributing to stability
and economic development, at the same time build credibility for the regional and global
financial community.
Vietcombank establishes joint ventures and affiliated companies. Thereby, Vietcombank
has invested, improved technology level, modernized and diversified products and services,
and finally expanded its operations to other fields.
Vietcombank is also a pioneer in providing online banking, ATM and Internet Banking
products and services (2002).
2007 - 2013: Vietcombank pioneered in equitization

23
In 2007, Vietcombank was the first bank selected by the Government to pilot
equitization.
On December 26, 2007, Vietcombank succeeded in its plan to issue shares for the first
time on the market (IPO). This was the largest IPO event at the time and brought the IPO
surplus revenue up to nearly VND10 trillion..
In 2008, Vietcombank officially completed the transformation and operation under the
model of joint stock commercial banking.
On June 30, 2009, Vietcombank shares were officially listed on the Ho Chi Minh City
Stock Exchange, attracting the attention of domestic and foreign investors.
On September 30, 2011, a strategic shareholder contract was signed with Mizuho
Corporate Bank of Mizuho Financial Group, Japan's third-largest conglomerate and the 20th
largest worldwide. This is a testament to the potential and future of Vietnam's financial
market in general and Vietcombank in particular.
On March 31, 2013, on the occasion of vietcombank's 50th anniversary, it launched a
new brand identity.
On April 1, 2013, Vietcombank received the First Class Medal of Independence awarded
by the Party and the State.
2013 - 2018: Reaching the top
In this period, the business recorded impressive results, breakthroughs in the size of total
assets, capital mobilization and credit. Specifically as follows:
- The total size of total assets increased by 2.5 times, surpassing the mark of VND 1
million, completing the development project two years earlier than expected. Profit reached
VND 18,269 billion, ranking first in the profit scale. In addition, Vietcombank is the first
commercial bank in Vietnam to bring the bad debt ratio below 1%.
- Capital mobilization increased by 2.9 times, capital use increased by 2.3 times.
Celebrating its 55th anniversary, Vietcombank received the First Class Labor Medal.
Comrade General Secretary of the Central Committee of the Communist Party of Vietnam
Nguyen Phu Trong, Comrade Prime Minister Nguyen Xuan Phuc, Mr. Governor of the State
Bank of Vietnam Le Minh Hung expressed his trust and assigned the task for Vietcombank to
become the No. 1 Bank in Vietnam and soon Become a regional and international bank.
Establishing a subsidiary bank in Laos.
Vietcombank in 2019
Vietnam's only enterprises to be included in the list of 1,000 largest listed enterprises in
the world.

24
Opening a representative office in New York - USA (according to the approval of the US
Federal Reserve).
Vietcombank in 2020
The best bank in Vietnam.
Hold the no. 1 position in the banking industry in many areas of operations.
Pioneering in the implementation of policies of the Government and the SBV;
effectively support people and businesses affected by COVID–19.
Approved for investment to establish a branch in Australia (according to the prime
minister's approval decision on 18/08/2020).
Vietcombank in 2021
The best-managed banks in the COVID-19 pandemic.
After more than half a century of operation in the market, Vietcombank is now one
of the largest commercial banks in Vietnam. Vietcombank currently has more than 600
branches/transaction offices/representative offices/member units at home and abroad
including: Head office in Hanoi; 121 Branches; 476 trading rooms; 04 Domestic
subsidiaries (Financial Leasing Company, Securities Company, Remittance Company,
Vietcombank 198 High-Rise Company); 03 Overseas subsidiaries (Vinafico Hong Kong
Company, Vietcombank Money Transfer Company in the US, Subsidiary Bank in Laos);
01 Representative Office in HO CHI MINH CITY; 01 Representative Office in Singapore,
01 Representative Office in the US; 03 Non-business units: School of training and human
resource development; 01 Cash Processing Center in Hanoi and 01 Cash Processing
Center in Ho Chi Minh City; 03 Joint venture companies, affiliates. In terms of human
resources, Vietcombank currently has nearly 22,000 employees.
In addition, Vietcombank also developed an Autobank system with more than 2,500
ATMs and more than 60,000 units accepting card payments nationwide. Banking
operations are supported by a network of 1,173 correspondent banks in 95 countries
and territories around the world.
With a long history of activities and a team of competent and sensitive staff with a
modern and highly integrated business environment, Vietcombank is always the first
choice of corporations, large enterprises and a large number of individual customers.
Always aiming for international standards in operation, Vietcombank is constantly
voted by prestigious organizations in the world as "The best bank in Vietnam".
Vietcombank is also the first and only Bank of Vietnam to be in the Top 500 banks in the

25
world according to the results of the poll published by The Banker Magazine; Vietnam's
only bank in the Top 30 most powerful banks in the Asia-Pacific region according to The
Asian Banker; is the only representative of Vietnam to be in the Top 1,000 largest listed
enterprises in the world (ranked 937th) by Forbes Magazine. In 2020, in the list of "100
best places to work in Vietnam" (published by Anphabe Company - a pioneering
consultancy on employer brand solutions and happy working environment in Vietnam
with Intage - Japan's leading market research company), Vietcombank was voted 1st in
the whole banking industry, ranked 2nd in the whole Vietnamese market, maintaining
the leading position for 5 consecutive years as the bank with the best working
environment in Vietnam. In 2021, Vietcombank is honored to be awarded the "Best
Managed Bank in the COVID-19 Pandemic" by The Asian Banker magazine, recognizing
the outstanding contribution of enterprises in the domestic market in terms of business
efficiency, leadership and policies to respond to the COVID-19 pandemic.
With wisdom and enthusiasm, generations of Vietcombank's officials have been and
will always strive to build Vietcombank to develop more and more sustainably, with the
goal of maintaining its position as the No. 1 bank in Vietnam by 2025; become one of the
100 largest banks in Asia; one of the 300 largest banking and financial groups in the
world, one of the 1,000 largest listed enterprises in the world, has made a major
contribution to the development of Vietnam.
3.2. Business activities
Capital raising services;
Lending services;
Discount services, re-discount transfer instruments and other valuable papers;
Bank guarantee services;
Domestic factoring services, international factoring;
Credit card issuance service;
Other forms of credit grant as prescribed by law;
Payment and treasury services;
Foreign exchange services in domestic and international markets in accordance with the
provisions of law;
Correspondent Banking Services;
Supply of derivative products at the price of goods within the scope prescribed by the
State Bank;

26
Other services under the Business Registration Certificate;
3.3. Organizational structure and tasks of departments
3.3.1. Organizational structure
Figure 3.1. Vietcombank's organizational chart
Control
Board

27
Source: Vietcombank's 2021 Annual Report
3.3.2. Tasks of departments
General Meeting of
Shareholders
Administrative Council
General Director and Executive Board
Internal
audit,
activity
monitoring
Risk
management
committee,
human
resources,...
Central Credit
Council, ALCO,
Risk
Internal
check
Khối
kinh
doa
nh
về
vốn
Busine
ss and
capital
manag
ement
divisio
n
Retail
banki
ng
sector
Risk
Manag
ement
Divisi
on
Accoun
ting
and
Financ
e
Divisio
n
Human
Resour
ces
Divisio
n
Opera
tion
block
Wholes
ale
bankin
g block
Suppo
rt
parts
System of functional
departments at Head Office
and network of branches

28
- Administrative Council (Board of Directors): There is one council president and seven
council members. This board usually organizes quarterly meetings to update the business
situation, monitor business activities and discuss and solve problems of business strategy,
product and service development. Include the following committees:
 Risk Management Committee:
The Risk Management Committee advises the AC in vietnam to approve appropriate
policies and orientations in the period relating to the types of risks, including the determination of
the bank's risk tolerance ratios, limits/limitations and the risk tolerance of the bank.
In 2020, the Risk Management Committee has organized 04 periodic sessions,
coordinated with relevant departments to continue developing and perfecting Vietcombank's
regulations/models, commented on the current and future risk situation, advised the AC on
strategies, risk management policies, risk measures in many aspects of operation. The Committee
also played an active role in contacting the implementation of initiatives under the Basell II
program, helping Vietcombank to apply ICAAP early according to Circular No. 13/TT-State
Bank on internal capital regulation.
In 2020, the Risk Management Committee has implemented the work of ensuring
continuous business maintenance for contents including: Covid-19 epidemic response:
Implementing many contents to respond to the epidemic such as communication, self-assessment
of safety levels, development of prevention plans, strengthening measures to combat epidemics
and flood response in the Central Region: Promptly issue documents guiding branches on
response plans to ensure continuous business, ensuring the safety of life, people and property.
 Human Resources Committee:
The Three-Person Committee has the role of advising the AC on the size and structure of
the AC, the operator in accordance with the scale of operations and development strategy of
Vietcombank; advising the AC in reviewing, evaluating and proposing the election, appointment,
dismissal, planning of managers under the appointed competence of the AC and the
compensation regime for this subject to ensure compliance with the orientation, The bank's
business plan for each period.
In 2020, the HRC has been proactive in advising on the evaluation and proposing the
planning of appointing managers of cadres under the decentralization of competence, ensuring
publicity, the right people and the right jobs; complete the system of documents and policies in
the management of cadres, contributing to improving capacity and quality in the management of
cadres. In the past time, the appointment and reappointment of leadership positions under the

29
Head Office and business units have been approved by the HRC, contributing to improving the
capacity and quality in the management of cadres.
 Strategy Committee:
The Strategy Committee advises the AC in formulating the Bank's business development
strategy, including assessing the status quo, overall objectives, long-term vision, strategic
orientation, business objectives for each stage, solutions and roadmap for implementation.
Immediately after the implementation of the transformation projects to 2020, the Committee has
supervised the implementation of the Blocs, periodically having a report on the implementation
of the implementation situation to the AC. Every 6 months, the Strategic Committee shall issue a
review report on the restructuring project and submit it to the AC for consideration to report to
the State Bank in accordance with regulations.
- Supervisory Board: Consists of 1 head of department and 2 members. The task of this board is
to supervise the board and the board of directors.
 Supervision activities of the Supervisory Board for the AC, the AC and
shareholders:
The Supervisory Board has supervised the AC and the Executive Board in complying
with the provisions of law and the Bank's Charter in management and administration;
supervising the implementation of Vietcombank's 2021 business orientations and
objectives approved by the General Meeting of Shareholders, the implementation of the
restructuring plan associated with the handling of bad debts of Vietcombank until 2020.
The supervision of the SB is carried out regularly and according to thematic topics, on the
basis of the executive directions of the Government and the State Bank for the activities of
credit institutions related to the implementation of monetary, credit and foreign exchange
policies, investment activities to contribute capital, buy shares, improve the capacity of
management, administration, risk management, improve financial capacity, ensure the
safety of banking activities.
In 2021, the world and domestic economies continue to be heavily affected by the
COVID-19 pandemic, but the AC and the Executive Board have proactively and promptly put
in place appropriate policies and response solutions, drastically implementing measures to
promote business to ensure stable development in accordance with the orientations and
plans, ensure continuous, safe and efficient business operations. The management and
administration activities of the Board of Directors and the Executive Board have complied
with the provisions of the Law on Credit Institutions and the Charter of Vietcombank.

30
In accordance with the Law on Credit Institutions, the AC has monitored the
list/updated changes to the list of founding shareholders, major shareholders, members of
the Administrative Council, members of the Supervisory Board, general directors and
related persons of members of the Administrative Council, Member of the Supervisory
Board, General Director. The Supervisory Board has reported on the review of a number of
contracts and transactions of Vietcombank with the relevant persons of members of the
Independent Administrative Council of Vietcombank at the request of the State Bank of
Vietnam at the request of the State Bank of Vietnam.
 Coordination of activities between BKS for the activities of the Administrative
Council, executive board and other management officials:
Implementing the Vietcombank Internal Governance Regulation, the Supervisory
Board regularly participates in regular/periodic meetings of the Administrative Council
/Standing Board of Directors, monthly briefings of the Executive Board. The SB is also
provided with information and documents on the management, operation and business
activities of the bank for the control of the Supervisory Board.
The Supervisory Board has coordinated with the Board of Directors to review and
submit to the General Meeting of Shareholders for approval to promulgate the internal
management regulations of Vietcombank, review to promulgate and amend the internal
regulations of the Control Board to ensure compliance with the new legal provisions
effective from January 1, 2021 and in accordance with Vietcombank's operating practices.
The Supervisory Board has closely coordinated with the Administrative Council and the
Executive Board in performing the assigned tasks functions, coordinating in the supervision
and auditing activities of the bank.
Through the control activities, the Control Board has made comments and
recommendations to the Administrative Council and the Executive Board on measures to
strengthen control, reduce risks, ensure compliance with the provisions of the Law, Charter
and internal regulations, contributing to improving the quality, Efficiency and operational
safety of the Bank.
 Other activities of the Supervisory Board:
In 2021, the Supervisory Board has directed the departments to carry out the
appraisal of the 2020 financial statements and the mid-year report of 2021; to make
reports on internal audit results, anti-money laundering reports and independent

31
assessment reports of Internal Control System 2020 of Vietcombank; conducted 21 audits;
to review 06 topics on credit activities, procurement investment, information security.
The Supervisory Board regularly directs and supervises the internal audit
department in the implementation of activities as prescribed in Circular No. 13/2018/TT-
State Bank, Vietcombank Charter, Regulations on organization and operation of the Control
Board.
Effectively implement the project to improve capacity and transform internal audit
functions as required by Basel II, ensuring that international requirements/standards are
met.
Members/officials of the Control Board have participated in training courses,
professional exchanges to improve management, administration knowledge, participate in
the bank's transformation projects.
- Internal Audit Committee: This is a part of the Control Board, which is responsible for
inspecting and controlling the bank's operations at the Head Office and branches. In addition, the
board is tasked with ensuring accurate and reliable accounting and financial reports before
publication in meetings. Thereby, this board can detect errors and frauds to protect the bank's
assets.
- General Manager and Executive Board: This board has 8 deputy general directors, one chief
accountant and one human resources director. The task of this department is to take primary
responsibility for the activities of the bank, and to participate in the inspection and supervision of
branches. The board holds a monthly meeting to discuss and evaluate the business situation and
other issues.
3.4. Results of the bank's business in the last 3 years
Table 3.2: Business results
Content 2019 2020 2021 2020/2019 2021/2020
+/- (%) +/- (%)
Total income 101.36
6
105.775 124.720 4.409 4,35 18.945 17,91
Income in
addition to net
interest
11.156 12.777 14.324 1.621 14,5 1.547 12,1

32
Profit before tax 23.212 23.050 27.389 (162) (0,70) 4.339 18,8
Net profit from
business
activities before
credit risk
provision costs
29.819 33.024 39.149 3.205 10,75 6.125 18,55
Profit after tax 18.597 18.473 21.939 (124) (0,67) 3.466 18,76
Net profit of
bank
shareholders
18.582 18.451 21.919 (131) ( 0,7) 3.468 18,8
Total cost 27.096 30.590 34.785 3.494 12,89 4.195 13,7
Corporate
income tax
(4.614) (4.577) (5.450) (37) (0,8) 873 19
Credit risk
provisioning
costs
(6.607) (9.975) (11.761
)
(3.368) (50,98) 1.786 17,9
Total operating
expenses
(15.875
)
(16.038) (17.574
)
163 1 1.536 9,58
Unit : Billion VND
Source: Vietcombank's 2021 Annual Report
Despite continuing to face unusual developments of the socio-economic environment,
Vietnam Foreign Trade Joint Stock Bank (Vietcombank) has made efforts to successfully
implement "multi-purpose": both effectively preventing COVID-19 epidemic, ensuring
health and safety for officials; Share difficulties with customers; At the same time,
maintaining continuous business operations.
Through the results of business activities presented in Table 1, we see a spike in income
from Vietcombank's business activities in 2021, specifically as follows:
- Total income from 2019 to 2020 increased by 4.35%, from 2020 to 2021 increased to
17.91% (4 times higher).
- Profit before tax from 2019 to 2020 decreased by 0.7%, by 2021 soared by 18.8%.

33
- Net profit from business activities before credit risk provision costs is the bank's
largest source of income, from 2019 to 2020 increased by 10.75%, but from 2020 to 2021
increased by 18.8% (1.75%).
- After-tax profit similar to pre-tax profit, from 2019 to 2020 decreased by 0.67%, to
2021 increased by 18.76%.
- Net profit of bank shareholders from 2019 to 2020 decreased by 0.7%, from 2020 to
2021 increased by 18.8%.
In 2021, Vietcombank's income has grown significantly, leading to increased operating
costs but still brought higher final profit than in 2020/2019. Specific business operating
expenses are as follows:
- Corporate income tax from 2019 to 2020 decreased by 0.8% but by 2021 - 2020
increased to 19%.
- The cost of credit risk provision from 2019 to 2020 spiked to 50.98%, to 2021
decreased to 17.9%.
- The total operating expenses of 2020-2021 increased sharply to 9.58% (nearly 10
times), while in 2019-2020 only increased by 1%.
Thereby, the Covid 19 epidemic has stalled the national economy, vietcombank's
business activities in 2020 are affected. However, by 2021, Vietcombank's business
indicators tend to increase again and continue to grow over time.

34
CHAPTER 4: RESULTS AND ANALYSIS
4.1. Characteristics of human resources at Vietcombank
Figure 4.1: Vietcombank's personnel fluctuation chart for the period of 2019 – 2021
The number of employees of Vietcombank increased continuously in the period of 2019 -
2021, the number of personnel in 2019 to 2020 increased by 1114, from 2020 to 2021 increased
by 353. Thereby, the Covid-19 pandemic has affected Vietcombank's business situation and also
the number of personnel, the number of employees applying decreased quite a lot by only a third
of the previous year.
18948
20062
20415
18000
18500
19000
19500
20000
20500
21000
2019 2020 2021
Years

35
Table 4.1 : Percentage of managers and employees
Years
2019 2020 2021
No Proportion
(%)
No Proportion
(%)
No Proportion
(%)
Management level 2.247 13,55 2.261 12,88 2.313 12,94
Staff level 16.580 86,45 17.554 87,12 17.863 87,06
Total 18.827 100 19.815 100 20.176 100
The percentage of leaders tends to increase gradually, the number of leaders in 2019 is 2,247
people, accounting for 13,55%, by 2021 has increased to 2,313 people (accounting for 12,94%).
Table 4.2 : Education level of Vietcombank employees in 2021
Education level 31/12/2021 Number of employees Proportion (%)
In college 1.925 9,43
University 17.735 86,87
Under University 755 3,70
Total 20.415 100
As of December 31, 2021, out of a total of 20,415 employees, 17,735 (86.87%) had a
university degree, 1,925 (9.43% had a university degree), and only 3.7% had a degree below
university. In general, Vietcombank's staff is mostly well trained from prestigious universities
across the country. This is reflected in the recruitment process.
Table 4.3: Ratio of human resources by gender
Number of
personnel
2019 2020 2021
No
Proportion
(%)
No
Proportion
(%)
No
Proportion
(%)
Male 11.433 60,34 11.684 58,24 11.771 57,66

36
Female 7.515 39,66 8.378 41,76 8.644 42,34
Total 18.948 100 20.062 100 20.415 100
In recent years, the ratio of male and female personnel has gradually shifted to balance. The
number of male employees in 2019 was 11,433 (60.34% ) by 2021 increased slightly to 11,771
people, the rate decreased to 57.66%.
Table 4.4: Number of personnel by age
Age
2019 2020 2021
No Proportion
(%)
No Proportion
(%)
No Proportion
(%)
From 22 to 30 7.776 41,04 8.833 44,03 9.189 45,01
From 30 to 40 5.883 31,05 6.027 30,04 5.931 29,05
From 40 to 50 3.236 17,08 2.811 14,01 3.281 16,07
From 50 to 60 2.052 10,83 2.391 11,92 2.015 9,87
Total 18.948 100 20.062 100 20.415 100
Vietcombank's staff is focused on young people between the ages of 22 and 30 years old and
tend to be increasingly rejuvenated. The number of employees at this age in 2019 was 7,776 and
increased to 9,189 by 2021.
4.2. Activities to attract human resources at Vietcombank
4.2.1. Human resource planning
Human resource planning at Vietcombank complies with 6 basic steps:
- Analyzing the environment and identifying goals :
Environmental analysis: State policies, cultural factors, trends and levels of competition in
the banking industry, current and potential competitors, analysis of staff and financial situation,
quality and staff level, management capacity of management.
Identify goals: Determine the qualifications, skills, and qualities of employees to recruit, the
duration of recruitment.
- Analysis of the status of human resource management

37
Use interview methods and questionnaires to gather information, evaluate and analyze the
status of employees working at the bank in the following issues: the level of encouragement,
rewards of the bank, employee satisfaction, the environment in the workplace, the commitment
of employees to the job,...
- Forecasting human resource demand and workload.
- Human resource supply forecast: The bank forecasts supply inside and outside the business.
Forecasting the promotion, rotation, dispatch of employees to another position if there is a
shortage of personnel. The supply of labor inside the enterprise is constantly changing due to
employees leaving the business, retiring, firing. The supply outside the business is the
recruitment of personnel. To hire the right people, managers need to identify the elements of the
labor market.
- Human resource program development plan: Planning in two cases of staff shortages and
redundancies.
- Performance assessment: Identifying errors between the plan and execution, the causes and
how to resolve them.
Through fact-finding throughout the Vietcombank system, the current human resource
planning is being built by departments, departments and branches according to the business plan
of the year and submitted to the staff organization department for approval. Therefore, the
planning of human resources is not long-term, so it is not possible to make forecasts of future
demand. Current human resources activities are still short-term to serve business needs.
Based on the actual situation. Some limitations of Vietcombank's human resource planning
process include :
- The department organizes officials who have not yet implemented and adhered to the
bank's business plan, leading to no plans to develop human resources in the long term.
- The development of human resources is responsive to the needs arising of the branch,
affecting the business of the branch.
- The forecasting of human resource fluctuations in the short and long term has not been
carried out.
4.2.2 Job analysis
For a job at a bank there must be multiple job descriptions and job standards tables for each
different title, while there is currently no one job description that is accurate to apply to titles at
the bank. The selection of a person to the positions at the bank is only generally required, for

38
example, the selection of a head of transaction department, the bank requires to have work
experience related to the task of being recruited for at least 4 years (signed a labor contract
indefinitely for internal personnel), have two years as a manager, have a degree in economics in
banking and finance, vivacious. It is not clear what the tasks to perform by a head of the
transaction department, leading to the performance of the task entangled with unauthorized work,
violating the regulations of Vietcombank without knowing.
By researching the implementation of work analysis at Vietcombank, the author noticed that
there are still the following limitations :
- Analysis of work at the bank has not been done properly, effectively.
- The specific titles at the bank have not been built a specific job description table, the
employee must learn for themselves to perform, thereby leading to the employee accidentally
misrepresenting the principles or violating the bank's regulations, even breaking the law without
knowing it.
- The lack of construction of job description boards, job standards tables, employees do not
know the direction to strive for recruitment titles, the subjective recruitment of the human
resources department.
4.2.3. Recruitment process

39
Figure 4.2: Recruitment process at Vietcombank
Source: Vietcombank Human Resources Organization Department
Vietcombank's recruitment process is similar to that of other units. After receiving the plan
from the business units, the human resources organization department will organize the
recruitment announcement to the candidate. The form of posting recruitment through the press
pages and websites of Vietcombank, in which, the number of employees applying through the
website is mainly, accounting for 70% of the total number of applications. The number of recruits
is mainly proposed by branches and units. Recruitment sessions depend on the size that have a
different number of applications. According to the estimation of the organizing department, the
average number of applications is about 2 times the number to be recruited. For management
titles, Vietcombank almost does not recruit from outside but develops from existing staff.
Vietcombank's recruitment process :
Round 1: Selection of applications
RECRUITMENT
PROCESS
1. Recruitment
notice
2. Apply
3. Receiving
and screening
applications
4. Recruitment
interview
5.
Announcement
of results
6. Complete
the profile

40
Employers after receiving the candidate's application will check which candidates are
suitable for the needs of bank personnel (education level, employment experience, quality), the
number of employees to recruit, based on which to choose the right people.
Vietcombank's recruitment councils are very demanding employers, so in addition to the
appropriate profile for job needs, it must also be professionally designed and scientifically
designed.
Those who are successful at the beginning will be notified by email or phone number. The
employer will make an appointment for candidates on the time to participate in the next round.
Round 2: Competency test
In this round, candidates will be able to take 2 tests: professional and foreign language.
Employers give 45-50 multiple choice questions on the following contents: credit service, teller,
treasury,...
The next test of foreign languages: a 105-sentence quiz in 120 minutes and a reading
comprehension.
Round 3: Interview
This is a crucial step in whether the candidate applies or not. Like other banks, employers
will ask questions about knowledge, skills, and attitudes.
Through the analysis of the actual situation, some of Vietcombank's limitations are as
follows:
- The recruitment of personnel is still short-term to serve the temporary needs of branches
and departments. There is no plan to attract highly qualified staff to meet in the long term. In
addition, because it still operates under the state mechanism, recruitment still prioritizes the
relatives of children in the industry. Not really transparent in the recruitment process.
- In addition to recruitment activities concentrated at the department, each branch has the
right to decide on recruitment, so it is easy to generate negativity in the recruitment process.
- Management titles are promoted from internal personnel so it is difficult to attract talent
from outside to improve the quality of work.
4.3. Human resource training and development activities
4.3.1. Integration training
Integrating with a new environment is not an easy thing for a new employee, especially the
vietcombank environment is still state-owned. For employees who are transferred from internal
to new positions, there will be competition from experienced employees who have not been

41
promoted (due to regulations on qualifications, quotas, qualifications). Due to the lack of
inheritance and guidance from experienced employees, adapting to the new environment is still
difficult.
For officials recruited from outside, due to the psychology mainly followed the assignment
of higher levels, the guidance is still reluctant, not really guided new cadres enthusiastically.
4.3.2. Human resource training and development activities
In 2021, the entire Vietcombank system has been implemented for all 20,415 employees to
participate in training at least 1 session a year on banking operations, training courses on
updating the legal system in the field of banking, new products and related issues.
Each branch implements its own training for employees on new legal documents, the
implementation of business plans, new products, and programs to improve professional skills,
knowledge of financial statement analysis or on valuation of real estate and other collaterals,...
The human resources organizing committee has developed a plan to support funding for
employees to improve their knowledge through higher programs (Master, PhD,..) including
nationally and internationally but have not been properly cared for. Up to now, no officials have
been allowed to attend training classes abroad (including senior, mid-level and staff level
officials). The planning of senior leaders has not been paid attention to plan professional training
so that they can meet the job as soon as the appointment, most officials train themselves..
After being recruited, departments, departments, branches self-train new employees so the
learning is mainly guided from those with previous experience who have not learned much from
focused training classes. Therefore, each employee will carry the characteristics of the instructors
and will have different qualifications after a working process.

42
Table 4.5: Vietcombank's training costs over the years
Targets
Computing
unit
2019 2020 2021
(1)Training costs Billions 20,38 24,01 24,13
(2)Total number of
employees
Person 18.948 20.062 20.415
(3)Training sessions Turn 4,98 4,99 5,03
(4)Profit after tax Billions 18.526 18.473 21.939
(5)Total salary fund Billions 507 528 571
Training
expenses/After-tax
profit
% 0,11 0,13 0,11
Training
expenses/Total salary
fund
% 4,02 4,55 4,23
Source: Vietcombank Human Resources Organization Department
Formula notes:
- Training expenses/After-tax profit : (1)/(4) x 100
- Training expenses/Total salary fund : (1)/(5) x 100
Based on the table above, the increasing cost of training for training shows that
Vietcombank's management is very interested in improving the quality of human resources
to meet the needs of the job. The average training cost in 2019 was VND 20,38 billion per
person, by 2021 it had increased to VND 24.13 billion per person. Although the ratio of
training costs to after-tax profits tends to decrease from 0.14% to 0.11%, due to the
increase in after-tax profit, the cost of training also increases in absolute numbers.
According to the actual situation, the training at Vietcombank still has some limitations
including:

43
- Specialized professional training classes such as financial analysis, risk identification
from customers,... to improve the quality of employees that have been opened but not meet
the needs for the job, especially new employees.
- Vietcombank has not focused on encouraging funding so that officials in the planning
area can participate in training classes to improve their professional skills (including
master's, doctoral degree) at home and abroad to ensure the number of high-quality
leadership personnel to meet the needs of the bank for a long time.
- Post-training assessment activities have been carried out but are still coping in
nature, unable to assess the actual quality of training. Therefore, Vietcombank needs to
develop a standardized post-training assessment process to properly assess the quality of
training through specific quantitative criteria.
4.4. Human resource maintenance activities
4.4.1. Vietcombank's classification data
Employee evaluation is carried out only once at the end of the year. Accordingly, the levels
of job completion evaluated include: "Failure to complete tasks", "Task completion", "Good
completion" and "Excellent completion". Employees are evaluated based on the basis of the total
score of the individual, specifically :
- Personal score < 50: Failure to complete the task
- Personal score from 51 to 69: Complete the task
- Personal score from 70 - 85: Complete the task well
- Personal score from 86 - 100: Excellent completion of the task
Vietcombank has developed a set of grading targets to complete the work for each level of
employees. However, the evaluation of employees is still heavy on the emotional nature of the
evaluator, has not yet built a target that reflects the ability of employees to carry out business
activities, thereby making it difficult for the evaluation and evaluation results depending on the
relationship between the assessor and the assessor.
In general, Vietcombank has periodically carried out the assessment of the quality of
employees, but the assessment is still formal and emotional without an accurate assessment of the
capacity of employees.

44
4.4.2. Remuneration, benefits and benefits
Figure 4.3: Comparison of income levels of Vietcombank and other banks
Compared to other state-owned commercial banks, Vietcombank has the highest
average income. The average salary in 2020 reached VND 31.6 million. Vietcombank applies
a competitive salary and bonus policy for all employees according to the efficiency and
achievements of the unit. The published salary includes the entire benefits, remuneration
and benefits.
Through surveying and learning about the salary regime at Vietcombank, the salary system is
entitled according to the rank from general director, deputy general director to director of
branches, departments, transaction offices ... and employee salaries, in each salary rank there are
different salary levels, depending on the seniority and the level of dedication of each individual
employee of the unit.
The salary paid to employees includes basic salary and business salary. Business salaries are
determined according to business results for the previous year and quarter. The basic salary is
determined by rank. The specific salary of each position is as follows:

45
- Teller: This is a pretty important position when being the face of the bank, being the person
in direct contact with customers, so employees are under a lot of pressure and require certain soft
skills. The salary in this position is about 7-8 million / month.
- Risk managers: This job is very important, they control, minimize losses, analyze and
forecast risks, plan to minimize risks. The salary in this position is 12-15 million / month.
- International payment specialist: The job of Vietcombank's international payment specialist
is to carry out international transactions, provide international payment services. Employees in
this position need to have knowledge and experience in commercial transactions. The salary is
about 6-8 million / month.
- Internal Auditors: Employees in this position are responsible for finding errors and
providing directions for problem solving for the Board of Directors and the board of directors.
The salary of an internal auditor is quite attractive from 15-18 million / month.
- Financial analyst: Financial analyst is responsible for analyzing financial information,
trends, thereby making forecasts, making business/ financial statements to provide financial
advice to the board of directors and customers. A financial analyst needs to be meticulous,
capable of evaluating, analyzing and judging financial matters, but also good at calculating. The
basic salary is about 10-12 million / VND.
- Operator: The job of Vietcombank's operators is to supervise the operation of the
branch, inspect and ensure the transaction and employees comply with internal
principles and general regulations. In addition, make sure the transactions go smoothly,
in the right process. The hard salary of this position is about 8-10 million / month.
- Bank credit officer: This is the position that enjoys the highest salary, coupled with
difficult work that requires many personal skills such as communication and the ability to
withstand great work pressures. The job in this position is through the media to find sources
of customers who need to borrow, support advice and answer questions for customers, assess
the ability to borrow and then make contracts with customers. In addition, credit officers need
to make reports at the request of their superiors on loan issues. The salary of Vietcombank's
credit staff is 26.5 million/ month.
- Investment consultant: This job holds an important position in organizations, requiring
good expertise, the ability to analyze, recognize problems and solve them correctly. This
position earns about 10 million per month.
- Telesales staff: Vietcombank telesales employees mainly make sales by phone. This job
is challenging, requires knowledge and patience, the ability to communicate, convince

46
customers well, besides also have to withstand high work pressures. The income of this job is
mainly in revenue, percentage by KPI and bonuses quarter, month, year because the basic
salary is only about 3-5 million / month.
The welfare regime at Vietcombank is fully implemented in accordance with the provisions
of law, employees are entitled to leave as prescribed, periodic health examinations, resort
participation to regenerate labor force, consider rewards when exceeding the annual quota.
However, the welfare regime is applied to all employees, not diversified compared to other
banks.
At Vietcombank, the compensation regime in addition to salary has many rich forms
that can be mentioned as: birthday money, hospitable, hospitable, vacation, gifts on the
occasion of The New Year and lunar calendar, supporting the cost of traveling on Tet
holidays, periodic health check-ups, health insurance, critical illness insurance, preferential
credit products for employees, reward workers with good academic achievements,
subsidies for retired workers ... Vietcombank also pays special attention to female workers
through expenses to support female workers such as monthly support, child deposit
support, maternity allowance, gifts on March 8 and October 20.
In addition, the Trade Union and Vietcombank Youth Union regularly coordinate to
organize activities to strengthen worker cohesion: organizing activities for employees'
children on International Children's Day on June 1, mid-autumn, giving gifts to four parents
on international day of the elderly, organizing collective activities such as Family Day, Let's
run,...
4.5. Assessing the achievements and limitations in human resource management
activities at Vietcombank
4.5.1 Achievements
In recent years, Vietcombank's departments and leaders are gradually focusing on improving
the quality of human resources, bringing the effects to be mentioned as :
- Regarding the organization in the departments and management has made many progresses,
the staff are people who have a sense, spirit and responsibility in good work, have the capacity
and professional qualifications to meet the business needs of the bank.
- Vietcombank has made many innovations and diversified training methods to improve the
quality of human resources, attracting many employees with excellent working capacity.

HR Management Solutions for Vietcombank

HR Management Solutions for Vietcombank

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