CHIẾN LƯỢC PHÁT TRIỂN NHÂN SỰ CHO KHỐI NGÂN HÀNG BÁN LẺ CỦA NGÂN HÀNG TMCP ĐÔNG NAM Á (SEABANK)e

HUMAN RESOURCE DEVELOPMENT STRATEGY FOR RETAIL BANKING
DIVISION OF SOUTHEAST ASIA COMMECIAL JOINT STOCK BANK (SEABANK)

I.

INTRODUCTION
1. About SeABank

Head office:
Tel.

25 Tran Hung Dao Str., Hoan Kiem Dist., Hanoi, Vietnam
(+844) 3944 8688 – Fax. (+844) 3944 8689

E-mail:



Website :

www.seabank.com.vn

Founded in 1994, the Southeast Asia Commercial Joint Stock Bank - SeABank is one the first
Vietnamese commercial joint stock banks. Proud of its achievements of the past few years,
SeABank has been ceaselessly perfecting its products and services to pursue the policy of
sustainable development, aiming to be among the leading commercial joint stock banks in
Vietnam.
Over 18 years of development, the present capital SeABank is 5,335 billion and total assets are
nearly 102 trillion, the operations network includes 155 outlets in all 3 regions of the country
with more than 2100 staff who are trained, and have the system and depth.
According to clear development strategy, SeABank chooses to cooperate with the leading

shareholder in the domestic and international. The most typical foreign strategic shareholders
is leading financial and banking group in Europe and in the world - Société Générale (France)
that has a thickness of 150 years of experience, and the domestic strategic shareholders are
VMS Mobifone, Vietnam Gas Corporation (Petro Gas).
With internal resources and strong foundation, SeABank always aim to become a typical retail
bank in Vietnam with the outstanding value of brand reputation and quality of products and

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services. The whole point of banking transactions across the country are under construction Outdoor Furniture by international standards, ensuring the technical, aesthetic and brand
identity, which has contributed to creating not transaction time of a professional typical retail
bank, offering convenience to customers when transactions.
2. Development Strategy
Constructing and developing SeABank to become a typical retail bank in Vietnam is
SeABank’s development strategy core of the future. In the development strategy of retail
banking, SeABank will focus specifically on individual customers (beginning with the mass
market and middle market, then the market will advance to higher levels), but still focus on
developing small and medium enterprises and some large enterprises. The products and
services are designed to suit diverse needs and financial capacity of each subject and different
customer segments.
3. Mission
SeABank strive to become typical retail bank in Vietnam with the outstanding value of brand
reputation and quality of products and services, property ... SeABank committed to bringing
customers a set of products - professional services that meet the needs of individual customers,
optimizing value for customers, shareholders benefit and the sustainable development of the
Group, contributing to the overall development of the community and society.
4. Vision
Thriving on system structure of a retail bank, gradually establishing a model of specialized
investment bank and full development of the model of a banking group - diversified financial,

with outstanding value in quality products and services and brand reputation.
5. Motto
A comprehensive, safe, efficient and sustainable develop
II.

CURRENT STATUS AND HUMAN DEVELOPMENT GOALS
1. Current status

Over 18 years of development, SeABank network has now of 155 outlets in all three regions
of the country with more than 2100 staff who are trained, have the depth training system.

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However, the operation of the new SeABank stop at the level of "wholesale", while retail
banking market in Vietnam is extremely exciting. So SeABank strategy is to expand the retail
market.
According to a clear development strategy, SeABank chooses to cooperate with the leading
shareholder in the domestic and international. The most typical foreign strategic shareholders
is Société Générale - the leading Financial and Banking Corporation in European with 145
years of experience, more than 30 million individual customers accounts and 163,000 people
in 82 countries around the world. Société Générale is a foreign strategic partner holds 20%
stake of SeABank. The partnership invests in investment SeABank be the first in the field of
retail banking at Société Générale Asia. Société Générale has appointed the senior experts
from Headquarters in Paris (France) to direct work and support SeABank in all daily
operations of the bank's personnel, risk management, network development and construction
of retail banking model ... SeABank aims to become a prominent retail banking in Vietnam.
In terms of organizational structure, SeABank established retail banks in the Head Office. This
is the brain parts, perform deployment tasks and expand the retail model of the whole system.
At the branch, in 2012, founded the SeABank organization with individual customers

department with the task of managing the branches and transaction offices’ individual
customer, to support and report on the retail banking sector.
In the transaction office, SeABank organizes starting structure model as standard transaction
offices under the Societe General's advice to make the staff become familiar with the model.
However, most of the current transaction office does not have specialist customer relationship
officer (CRO). Mostly, the transaction office manager does transaction directly with
customers.
2. Business strategy from 2013 to 2017
In the period from 2013 to 2017, SeABank policy implements business strategy to transition
from wholesales to retailers include:
 Developing business models follows retail banking model of Societe General (France).
 Establishing model business patterns from the period 2013 - 2014 and rolled out
nationally to achieve goals: Typical retail bank in 2017.

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 Implementation of the program "SeASmile" with the goal of giving customers the best
service and uniform at all transaction points.
 Developing specific retail banking product systems. Building individual customer
systems with the goal of 01 loyal customer using at least 05 banking product.
 Restructuring the product from wholesale to retail in 2014, the restructuring of the retail
sales and service revenues accounted for 75% in 2017.
3. Human resource development goal
Establishing the retail banking division is one of the first activities of Société Générale
when investing in SeABank. This job requires a lot of manpower to be trained, with
experience in the banking industry especially in the retail sector. The goal is to make in 05
years, SeABank will become a typical retail bank in Vietnam. In the framework of this
article, we would like to mention a fraction of the done work to establish the retail banking
sector. It was the establishment of the retail banking sector in the model transaction office

at SeABank. Since then replicated
to all
other transaction offices to provide truly
Branch
Manager
professional and different image at all SeABank transactions nationwide.
3.1 The
Riskmodel
officerstructure of sample branch

SMe&Pro customer
Manager

Transaction Office
Manager

Customer
relationship Officer

SMe customer
Relationship Officer

Customer
relationship Officer

Credit support

Business

PRO Customer

Head of teller

officer

Development Officer

Relationship Officer

Operations Support

Fund Manager

Head of Administration
and Operations Support

Credit support Team
leader

Individual
Customer Manager

Deputy Branch Manager

Teller

officer

Technical support

Fund officer

officer
Head of teller
Administration and
HR officer
Teller

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Welcom
Officer


Looking at the diagram above, we can see, the model that SeABank intends to build a
transaction office model will include:
- 01 Transaction Office Manager (TOM)
- 01 Individual Customer Relationship Officer (CRO)
- 01 Head of Teller (HOT)
- 01 Tellers for funds (TFF)

3.2 Objectives of quality manpower for a transaction office model at SeABank
3.2.1 Transaction office manager
(TOM)office manager
Transaction
 Organization chart

(TOM)

Customer
relationship

Officer

Head of teller

(CRO)

Teller

 Job description
- Developing plan, organizing the activities of the Transaction office (TO);
- Responsible for sales (deposit, credit, services ...) and quality of TO activity;

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-

Management, operating TO activities as assigned, directly commissioned by Branch

Manager, responsible for the quality of its activities;
- Perform other duties as assigned by the Board of Directors of the Bank;
- Reporting directly to the Branch Manager;
- Vertical Report to Head of Individual customers and SMEs & Pro at the branch.
 Responsibilities and main tasks
Proposed

plans

and

business

plans

for

individual

customers

products

On the basis of the business, market trends, strengths and limitations of TO, offers
solutions portfolio growth of individual customers (both SME and PRO, depending on the
TO subgroup) and develop customer service;
Coordinate with individual customers and SME & PRO division in branches in the care of
local customers to maximize cross-selling.
Organization and managing transaction office
-

Allocating detail targets for members in the TO.
Guiding, support and oversee the implementation of action plans for each group/
individual to manage and develop customer portfolio, including formulation and

-

implementation of customer contact plan;
Monitoring business performance of the subordinates. Timely support problem solving,

-

adjust business methods.
Promoting the coordination of activities of the members in the TO;
Directly developing and portfolio management of VIP;
Consulting, promoting products and banking services to customers and potential
customers.

Professional management and quality activities of the TO
-

Controlling and approving of accounting transactions arising beyond the limits of

-

Teller, and supervising the transactions of TO at the end of the day;
Ensuring compliance of TO in the implementation process, regulation of SeABank,
especially management and cash transaction, valuable papers and the direction from the

-

Branch Board of Directors;
Evaluating and approving credit for the record if the credit limit granted judgment;
Participating in debt collection. Restrictions in delinquency TO arising;
The quality of care provided daily services in TO for all clients including SME & PRO
customers.

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Staff management and development



Training and human resource mobilization;
Managing and evaluating the effectiveness of subordinates;
Developing and training a team of subordinates;
In conjunction with the Training Center to participate in training personnel.
Recruitment criteria

Education
-

Graduated or post-graduated from universities of Finance, Banking, Business

-

Administration or equivalent;
Language: English (Priority C certificate), BA or equivalent.

Experience
Management skills and leadership: minimum 1 year working in management positions or
3 years working in the position of Credit Officer/Enterprise Customer Relationship
Management.
Skills
-

Sales management skills, business organizations;
Financial analysis skills, identification and risk assessment;
Leadership, managing and motivating staff.

3.2.2 Customer Relationship Officer (CRO)

 Organization chart
Transaction office manager
(TOM)

Customer
relationship
Officer

Head of teller

(CRO)

 Job description

Teller

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-

Responsible for implementation of the assigned quota of sales, products, services of

-

individual customer, the number of new customers;
Managing directly individual customer portfolio: developing customer relationships in

-

the assigned portfolio;
Performing the other duties as assigned by Transaction office manager and Branch

Director;
- Reporting directly to Transaction Office Manager
 Responsibilities and main tasks
Developing deposit and credit
-

Directly marketing and consulting products and services for individual customers and

-

potential customers, including customers in the customer portfolio;
Doing trading transactions (the procedure) to customers. Introducing all individual
products: deposit account, loan, services, etc ...;

Managing and developing assigned individual customer portfolio. Promoting loyalty in
scope.
-

Updating customer data, monitoring the operational status of customers, expanding the

-

list;
Developing customer relationships, exploiting cross-selling to managed customers

-

directly;
Maintaining relationships and taking care of existing customers.

Participate in market development and performance assessment.
-

Participating in market research, approaching for individual customers;
Coordinating with Media Center and Retail Banking in Head Office for implementation

-

of campaign activities related to the assigned individual products;
Proposing for Head of Individual customer manager/ Transaction office manager, Head
of SME / PRO, Branch Director and Individual Banking Division of Retail Banking
Division in HO the way of product development, market expansion method and

-

customer care;
Measuring sales performance of products by issued individual customers.

 Recruitment criteria
Education
-

Major: University degree in Finance, Banking, Business Administration or equivalent;
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-

Language: Good at English communication is an advantage.

Experience
At least 1 year working in the field of direct sales or credit.
Skills
- Skills in marketing and trading business;
- Effective analytical skills and risk credit;
- Analytical and presentation skills;
- Teamwork spirit;
3.2.3 Head of Teller
 Organization chart
Transaction office manager
(TOM)

Customer
relationship
Officer

Head of teller

(CRO)

Teller

 Job description
- Development customer to increase mobilization, Western Union and other banking
-

services in branches;

Controlling all accounting transactions and be responsible for the quality of group

activities;
- Performing other duties as assigned by the Manager and Branch Director.
- Reporting directly to Transaction Office Manager.
 Responsibilities and main tasks
Performing development work aimed at developing customer mobilization and banking
service transactions:
-

Coordinating with Individual Customer Relationship Officer to promote, introducing
and guiding customer effectively to use banking products and services (especially the
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product related to raise funds services, Western Union, daily banking, cards, ...) through
-

direct transactions with customers;
Managing and coordinating the sales promotion of products and services of the bank;
Handling customer requests within prescribed.

Controlling activities of the accounting transaction group. Support Transaction office
manager in Teller management:
-

Approval timely, accurate accounting of transactions exceeding the client's transaction

-

in transaction office staff;
Ensuring compliance with safety regulations vault, ensuring balance limit of the

-

transaction in accordance member;
Managing the daily amount of money, the end date of the fund balance;
Managing the use of valuable papers (white passbook, checks, ...) daily;
Making sure to provide the best quality services to customers quickly and accurately
through observation, support Tellers to solve problems arising in the jurisdiction.

Other jobs:
-

Updating and capturing timely documents, regulations and procedures existing
products. From that, support transaction office manager to disseminate and transmit of
written instructions, regulations, business processes to generate new transactions for

-

each member in transaction office;
Advising Transaction office manager and CRO solutions to improve quality of service;
Creating a sociable, friendly, solidarity, enthusiasm working atmosphere and support

each other in work;
- Preparing reports as required;
 Recruitment criteria
Education
-

Major: Graduated from University/College or higher in accounting, auditing,

-

economics, trade, finance and banking;
Language: Priority good communication English.

Experience
At least 2 years experience as a Teller in the financial and banking sector. Priority teller
supervisor
Skills

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- Careful and detailed;
- Leadership;
- Good customer care;
- Good communication skills.
3.2.4 Teller
 Organization chart
Transaction office manager
(TOM)

Customer
relationship
Officer

Head of teller

(CRO)

 Job description

Teller

-

Directly perform accounting transactions with customers.

-

Be responsible for treasury activities of TO.

-

Coordinating with Customer Relationship Officer to implement customer development.

-

Reporting directly to Transaction Office Manager.

-

Performing other duties as assigned by transaction office manager.

 Responsibilities and main tasks
Completely accurate transactions with customers and within the prescribed time
-

Operating business processes transactions in accordance with current staff;

-

Providing services, handling accounting transactions for customers, powering and
functions in accordance with the product;

-

Handling cash transaction revenues exceeding the limit of Teller;

-

Timely handling customer requests within prescribed;

-

Preparation of reports as required.

Be responsible for treasury activities at transaction office
-

Complying with safety vault to ensure balance limit as prescribed;
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-

Transportation, fund delivery date, end date of the branch when required;

-

Coordination of TO cash for affiliates.

Implementation of customer development and product development services
-

Updating, capture timely documents, regulations and procedures existing products;

-

Promoting, introducing and guiding customers to use the results of the bank's products;

-

Join and implementing of care plans and customer development;

 Recruitment criteria
Education
-

Major: Graduated from the College that specialized in accounting, auditing, economic,
trade, banking and finance, foreign languages.

-

Language: Good communication English.

Experience
-

Preferably with experience in accounting or customer service.

Skills

III.

-

Customer Care;

-

Communicating and handling situations;

-

Use office informatics fluently;
SWOT

ANALYSIS

OF

HUMAN

RESOURCES

MANAGEMENT

IN

SOUTHEAST ASIA COMMERCIAL JS BANK (SEABANK)
STRENGTH
WEAKNESS
 Team leader with experience who have  Will have trouble with absent people.
worked closely with SeABank with

When we have staff off 01 day, remain

deep

people will have to work more than

understanding

of

SeABank

culture. Besides, SeABank also invites

usual.

many senior personnel from the other  When SeAbank makes promotions,
bank

of

apparatus.

executive

and

leadership

customer base surge will affect to the
quality of the transaction.
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 Workflow is streamlined, modern and  Staffs
has advice from Société Générale
 The compact model, precise process
transaction,

transaction

time

is

shortened.

young,

enthusiastic,

however, they lack of experience.

 Strategic

(France)

are

recruitment

talent

is

attractive; however remuneration of
staff has not been well result in "brain
drain” of personnel. With each new

 01 staff for 01 position to increase labor
productivity and concentration at work.

employee takes a lot of time to get
familiar with the process.

 For banks: Expect to pay less labor
costs and increase productivity of
employees
 For

customer:

transaction

time

is

quickly and conveniently.
 For employee: It is better to work
proactively with the position and its
responsibilities.
OPPORTUNITIES

THREATENS

 The retail market is not a new market,  The goal of most of the banks in the
but is a very potential market with

country and abroad in Vietnam today is

abundant

The

geared towards the retail market. The

opportunity to recruit talent for the

human resources are abundant but to

retail bank is entirely possible.

recruit really talented people is not

human

resources.

 SeABank is entering the first step into

easy, because the banks have to

the retail market. That means there is a

compete for salaries, bonuses and

work environment full of potential and

remuneration for candidates.

advancement opportunities as well as  The risk of "bleeding" of SeABank
opportunities for self-expression of all

“talen” is very high, because in current

the candidates. From that led to

time, SeABank is very focused on

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SeABank become one of the fascinating

recruiting talented people and forget

"destinations" of the "talent".

incentive compensation for current
employees.
 The retail model of Société Générale is
only applicable for the first time in
Vietnam. Therefore, we have not really
been able to determine how it will be
success in Vietnam market.

IV.

BUILDING RECRUITMENT STRATEGY FOR TRANSACTION OFFICE
SAMPLE IN SEABANK
1. Deploying strategy
Transaction office model is made with the advice of Société Générale Group. This is the
very modern, compact and efficient model. However, to fit with the current system of
banking and operational efficiency should be a time to build models for dealing activities,
assessment and improvement. Therefore, human resource development strategy in dealing
system will be deployed as follows:
Period from 2013 to 2014: Focus on recruiting for building transaction office model. This
stage will take place in 18 months.
Period from 2014 to 2017: Conducted a replication of the entire system.
2. Recruitment method
2.1 Period from 2013 - 2014
SeABank will build transaction office model according to the following pattern:

Transaction office manager

Customer relationship officer

Head of Teller

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Teller


-

Recruitment method: Internal staff.

-

Number of employees: 04

-

Applying Branch: SeABank Cau Giay.

Thus, at this stage, SeABank will utilize the employed personnel within the system. With
the implementation of the transaction office model, the new salary will be received by the
standards of a new transaction office. The entire transaction process is applied follow
standard of a transaction office sample. The 03 month period of operation, transaction
office sample will be evaluated on the quality of indicators transactions, employee
productivity. SeABank conduct satisfaction surveys of customers and revising processes in
line with the real situation.

Also during this phase, the other transaction office will be divided parts by modelequivalent transaction model. Staffs at the other are unchanged.
2.2 Period from 2014 - 2017
This phase is conducted SeABank replicate new transaction office model system. For this
period, SeABank recruitment will have following ways:
-

Transfers from the unit that has more employees to the less one.

-

Internal recruitment: The position such as Transaction office manager, customer
relationship officer those have excellence achievement.

-

Recruitment from outside

In terms of staff numbers, SeABank quantify the number of transaction offices based on
the number of current employees and plans to develop a network transaction in period from
2013-2017.
Currently, there are 115 SeABank transaction offices and 40 branches nationwide.
Individual customer relationship officers (CRO) are 147. The number of CRO in individual
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customer department is 2 persons for each branch. Thus, there are only 67 CRO for
transaction offices. The number of Tellers is 658 members, of which the number of Teller
for transaction office is 134 people. That is enough for all transaction point.
Combined with network development plan for 2017, SeABank strategic deployment of the
new development is as follows:

Item
Plan
TO
Number

Current

2013

2015

2017

115
67

123
123

150
150

188
188

of CRO
Tellers
TOM

134
87

246
123

300
150

376
188

Note

Job displacement
There are now 18 TOs
having

concurrently

managers
New recruitment
TOM
8

18

27

38

A total of 91 new TOM

CRO

48

27

38

in 05 years.
New recruitment

121

76

CRO
New recruitment

242

Teller

8
0

112

54

Teller.
Replacement recruitment
TOM
0
CRO
0
Teller
0

6
18
36

8
22
45

9
25

5% off or fired. That
figure is 15% CRO and

Teller
Thus, the plan in 2013 until 2017, SeABank will recruit 114 TOMs, 186 CROs and 323
Tellers.

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V.

CONCLUSION
All above is the strategic deployment of the defense system of SeABank transactions
during the period from 2013 to 2017. The article shows the overall plan, the strategic
actions of SeABank, detailed description of the position and activity patterns. The success
of the article is made the same way in the recruitment of staff specific plan in 2013 to 2017.
However, the article is limited as not evaluate the success of the transaction office with 04
staffs. It does not assess the true level of potential candidates for the model and it does not
indicate the impact of competitors and potential development of the bank. These limitations
will be overcome in implementing specific process later and the actual number may change
during deployment.

Reference:
- Website: www.seabank.com.vn

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