Quản trị nguồn nhân lực tại ngân hàng thương mại cổ phần đầu từ và phát triển việt nam (BIDV) tt tiếng anh

VIETNAM ACADEMY OF SOCIAL SCIENCES
ACADMY OF SOCIAL SCIENCES

MAI VAN LUONG

HUMAN RESOURCE MANAGEMENT AT JOINT STOCK
COMMERCIAL INVESTMENT AND DEVELOPMENT
OF VIETNAM (BIDV)

Major: Administration.
Code: 9340101

SUMMARY OF THE THESIS

HANOI - 2019


The work was completed at
GRADUATE ACADEMY OF SOCIAL SCIENCES

Scientific Supervisor: 1. Assoc. Prof.PhD. Tran Van Hoe
2. PhD. Bui Ton Hien

Reviewer 1: Assoc. Prof.PhD. Ngo Quang Minh
Reviewer 2: Assoc. Prof.PhD. Do Duc Binh
Reviewer 3: Assoc. Prof.PhD. Nguyen Ngoc Thang

The dissertation will be defended before the thesis review
council of the Academy at the Graduate Academy of Social Sciences
at
hour minute, day month year.

The thesis can be found at:
- National Library of Vietnam
- Library of Graduate Academy of Social Sciences.


INTRODUCTION
1. Reason to choose the topic
Human resources are the most important component of the
organization, a decisive factor in the success or failure of every
business. Whether in terms of a country or a business, want to develop
successfully, stably and sustainably, human resource management is
very important and necessary.
In the current conditions, our country has been participating in the
deeper and deeper international integration process, domestic
enterprises will be affected by fierce competition in many aspects and
fields such as: pressure jobs, prices, intelligence, labor migration ... of
other businesses at home and abroad. In this context, the initiative of
manpower, attraction and effective use of human resources is
particularly important to the success or failure of a business.
Joint Stock Commercial Bank for Investment and Development of
Vietnam (BIDV) is a special-class state-owned joint stock bank,
organized in the model of corporation with a focus on serving the first
activities. The country's development investment, key development
projects and programs have had many achievements, of which human
resources and governance have also contributed to those successes.
However, compared with the new requirements in the trend of
integration, the rapid change of the scientific and technological
revolution, .., the human resource management still has shortcomings,
limitations and shortages. Efficiency leads to new development

challenges.
Since its establishment, many banks, credit institutions and financial
companies have been launched in the market, many of which are from
foreign investors, and M&A deals are on the rise. strong impact on the
operations of banks, resource requirements, especially the low quality
of human resources and large numbers, other banks have always
sought to attract the human resources working in BIDV.
Recognizing the importance of human resource management in the
new context, the PhD student chose the topic: "Human resource
management at Bank for Investment and Development of Vietnam
(BIDV)" to conduct the thesis.
Research on human resource management at BIDV in the context of
fierce competition in the banking sector and the development of
financial and technological institutions will contribute to clarify the
theory of human resource management in banks. At the same time, it
provides the basis for banks to strengthen their competitiveness as
well as human resource management capacity.
2. The purpose and research tasks of the thesis topic
2.1. Research purposes
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On the basis of systematizing some theoretical and practical issues on
human resource management in enterprises, the thesis will clarify the
situation of human resources management at BIDV and propose
solutions to improve and streamline the work. human resource
management to meet the requirements of BIDV's technology
development and competitiveness in the context of increasingly
intense competition from the banking and financial sector.
2.2. Research mission

The topic focuses on the following research questions:
General question: How to improve and develop the human resource
management of BIDV in the context of international integration?
Specific questions are as follows:
(i) Actual situation of Human Resource Management of BIDV? What
are the limitations of this work? What causes these restrictions?
(ii) What solutions are needed to improve and develop the work of
human resources management
BIDV in the future?
On the basis of identifying objectives, research subjects, the thesis will
focus on solving the following tasks:
Firstly, systematize basic theories on human resource management for
businesses; thereby building a research model of human resources
management at BIDV;
Secondly, analyze and assess the status of human resources
management; test the impact of human resources management factors
at BIDV;
Thirdly, propose points of view, solutions and recommendations to
complete the human resources management at BIDV in the future.
3. Research subject and scope
3.1. Research subjects
The object of the research is Human Resources Management activities
at BIDV. Approve policies and activities that are placed in relation to
the implementation of BIDV's development strategy.
3.2. Research scope
This study focuses on evaluating the effectiveness of human resources
management and the factors affecting the efficiency of human
resources management at BIDV.
The surveys are mainly conducted in Hanoi and Ho Chi Minh City
and Binh Duong. The reason is because these localities are most

concentrated in BIDV's branches and units as well as major economic
and financial indicators in the whole BIDV system.
The study will review the reality of BIDV's Human Resource
Management focusing on the period of 2013 - 2018 based on surveys
and analyzes at BIDV's headquarters and affiliates in Ho Chi Minh
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City. Ho Chi Minh City, Hanoi and Binh Duong. Solutions and
recommendations are formulated for the period of 2020 - 2025 and
vision to 2030.
4. Research methods and data sources
Introduce research design
In order to identify and evaluate BIDV's human resource management
activities, the thesis uses expert methods by interviewing BIDV's
Board of Directors, General Director and deputy heads of departments,
branches and applications. Specialized position in the bank on the
main activities of human resource management. After that, this
information was converted into criteria to build a survey of activities
of human resource management functions at BIDV. Survey data is
designed in tabular form, divided into groups of criteria to collect the
level of agreement with the criteria stated in the table. There are 7
levels of consent rating, ranging from "strongly disagree" to "strongly
agree". The sample size was randomly selected from 290 surveys of
officials and employees scattered throughout the branches and
specialized units of BIDV (Ho Chi Minh City, Hanoi and Binh
Duong). The selection rate is ẳ for management and ắ for direct
employees, as the number of direct employees is four times the
number of current indirect workers at the bank. The results collected
263 votes, of which 250 valid votes were included in the analysis.

The research content includes, the study includes 42 criteria to
evaluate the human resource management activities of the bank, as
shown in the survey table. These 42 criteria are divided into the
following 7 groups:
-Group 1: Assignment and job placement, including 5 criteria.
-Group 2: Income includes 7 criteria.
-Group 3: Allowance, social, medical ... including 4 criteria.
-Group 4: Pressure and working environment includes 6 criteria.
-Group 5: Relations in the work, including 7 criteria.
-Group 6: Training and advancement, including 6 criteria.
-Group 7: Evaluation of work, including 6 criteria.
Research Methods:
In this study, the PhD student implemented a number of specific
research methods such as: analytical methods, synthesis; Comparative
research method; Case study method (Case Study); Desk research and
field research - observations, interviews, surveys through
questionnaires and some specific methods of human resource
management science.
In order to carry out this research, the dissertation has conducted a
survey to collect opinions of BIDV's managers and employees. The
questionnaire focused on collecting comments and assessments of
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officials and employees on human resource management, human
resource management policies and activities.
- Data sources used in the study:
In this study, the thesis exploits and uses secondary data sources and
primary data sources. Secondary sources include reports of BIDV,
reports of the State Bank of Vietnam and relevant ministries / sectors,

and domestic and international scientific research projects related to
the subject matter. father.
Primary data sources include information, data collected through
observations, interviews, surveys by questionnaires conducted by the
author of the thesis from 2016 to 2018.
5. Contribution of the thesis
The thesis topic is expected to have the following specific
contributions:
(i) Systematize theories on human resource management in enterprises
and apply them to banking enterprises in the context of international
integration;
(ii) Clarify the status of BIDV's human resource management;
(iii) Proposing practical solutions to meet the requirements of HRD
development, contributing to improving operational efficiency and
successfully implementing the development strategy of BIDV in the
coming time;
6. Theoretical and practical meanings of the thesis
Theoretically:
The thesis has synthesized and systematized the theory of human
resource management, contributing to further development of the
theory of human resource management. Studying different concepts of
human resource management, mostly from the perspective of business
administration and considering it as a function of human resource
management, the thesis has raised its own views on management
content. Human resource management as well as the impact factors in
an organization in the banking and finance industry in the current
period, and said that: in addition to the content of assessing the
situation of human resources, planning and developing human
resources perfecting the organization and management is an important
content; In planning, ensuring a reasonable human resource structure

is a priority goal. Therefore, among the factors affecting the
development and management of human resources of this organization,
the business development strategy, plan and organizational model play
a decisive role.
Based on the qualitative research results, the dissertation adds and
builds a new variable for the training efficiency scale in the research
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model of the impact of factors on the efficiency of human resources
management at BIDV.
In practice:
The thesis analyzes systematically and comprehensively about human
resource management and affects the results of this activity to
business. On the basis of analyzing business strategy and expected
organizational model. In particular, the thesis points out the need to
improve the quality of human resources through capacity building, in
which it is necessary to focus on improving skills, attitudes and
working style for each position of human resources. direct sales force,
updated training on new technologies for employees and additional
communication skills, customer service for employees. The thesis has
built an analytical model of human resources management factors at
BIDV, at the same time, pointed out the key human resources
management factors at BIDV. Analyze and evaluate the current
situation of human resources management at BIDV over the past time.
The thesis offers a number of solutions to further improve the HR
management in BIDV in the coming time. The results of this study are
likely to be useful reference experiences for commercial banks in
Vietnam; This is also a good reference for officials in charge of State
management, lecturers, students, graduate students and graduate

students.
Research results, testing and assessing the impact of factors on the
efficiency of human resources management based on the survey. The
proposed solutions are supporting documents for subjects related to
human resource management in the BIDV system such as directors,
professional managers of human resources and employees. Since then,
each subject will have appropriate behaviors, leadership, management
will have more data to make investment decisions for human
resources management, the person in charge of human resources
management has an additional tool to evaluate the effectiveness of
human resources management and participants in human resources
management activities will know the direction for their work in real
work.
Helping BIDV bank to be more aware of the impact of human
resources management on the efficiency of the organization. Therefore,
for each stage of development, the unit can proactively ensure quality
human resources in the context of labor market scarcity of this
resource. Therefore, the results of the thesis are of great applicability
to managers in the implementation of business and management goals.
At the sector management level, the results of this study will assist the
industry in making decisions to organize support programs for banks
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as well as using the human resource management efficiency scale.
Increase the quality and effectiveness of business support programs.
Finally, at the state level, the results of this study contribute to more
information on the general situation of the banking human resources
as well as data support for financial and human resource training
institutions.

7. The structure of the thesis
In addition to the Introduction, Conclusion, References, Annexes, the
dissertation is structured with 4 chapters, as follows:
Chapter 1: Overview of research works related to the thesis topic
This chapter focuses on analyzing and systematizing researches on
human resource management
Chapter 2: Theoretical basis for human resource management in
enterprises
The thesis focuses on analyzing and re-organizing the theory of
human resource management as a basis for the orientation of analysis
and solving the first task of the thesis.
Chapter 3: Current situation of Human Resource Management at Joint
Stock Commercial Bank for Investment and Development of Vietnam
Presenting, analyzing and clarifying the real situation and providing
research results as a basis for proposing solutions to perfect human
resource management in Chapter 4, solving the second task of the
thesis topic
Chapter 4: Some solutions for human resource management activities
at the Bank for Investment and Development of Vietnam to meet
development requirements in the coming time.
The thesis analyzes the context and issues of human resource
management and proposes a complete solution for Human Resource
Management at the Bank for Investment and Development of Vietnam
in the coming time, solving. The third task of the thesis topic.

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CHAPTER 1
OVERVIEW OF RESEARCH WORKS

RELATED TO THE THESIS THEMES
1.1. Research on the role of human resources
The topic "On becoming a strategic partner: The role of Human
resources in gaining competitive advantage" (Jay become Patrick and
1997's role as a strategic partner: The role of human resources in
gaining competitive advantage) Talking about human resources in
developing countries, the book "Global human resource management:
managing people in developing and transitional countries" (Global
human resource management: managing people in developed
countries and countries in the world) the transitional period) of the
authors Willy McCourt and Derek Eldridge (2008) goes quite deep
into the comparison between the theory and the effective reality of the
situation of human resource management.
"The Essential Issues of Management", 2008 Science and Technology
Publishing House by Harold Koontz, Cyril Odonnell, Heinz Weirich.
1.2. Research on human resource training and development
With a specific approach, going into the way of designing effective
human resources systems, the article "Designing strategic human
resources systems" of Miles and Charles (1984) analyzed specifically
on the functions of human resources management, including
recruitment, recruitment, training and development, remuneration and
compensation based on practical research on three companies in the
electronics field. Kristine Sydhagen and Peter Cunningham (2007) of
Nelson Mandela Metropolitan University published their research on
the concept and content of human resource development in Human
Resource Development International.
Julia Storberg and Walker Claire Gubbins (2007) studying human
social relationship with human resource development have presented
the content of human resource development in different areas taking
into account interconnected relationships and relationships. between

units within the organization and between the organization and the
outside society. Many recent studies on the methodology and content
of human resources development have been published. The best
examples are authors such as Charles Cowell et al. And others such as:
W. Clayton Allen and Richard A. Swanson (2006), Timothy Mc
Clernon and Paul B. Roberts. These studies agree that the "systematic
training model of analysis, design, development, implementation and
evaluation (ADDIE)" used over the past 30 years is essential. core of
HR development in each organization.

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Doctoral thesis of Dinh Thi Hong Duyen (2015), with the title:
"Training human resources in digital content industry enterprises in
Vietnam".
1.3. Research on leadership practices in human resource
management
The practice of human resource management (HRM) is increasingly
being considered as a major contributor to an organization's capacity and
researching on HRM practices is a very important task in management
and development. development, especially in the field of finance and
banking. For nearly 25 years, the degree of impact of QA practices has
been the subject of research by renowned experts and researchers such as
Kramer (1994), Kouzes and Posner (1997) and Meyer & Allen (1990). );
Jeffrey Pfeffer (1998) also studies 07 practices for a successful
organization, Becker and Gerhart (1996) compare different combinations
of practices ...
Some authors have grouped leadership levels when measuring the
influence of individuality on leadership outcomes such as the research of

Mumford, Zaccaro, Jonhson, Diana, Gilbert and Threlfall (2000).
1.4. Research on executive capacity in human resource
management
Dr. An innovative view of Management Consulting, a new perspective
with the help of comprehensive recruited tools ”(An innovative view
of Management Consultancy) by Dr. Koenraad Tommissen in 2007,
provides theoretical and practical experience in the field of corporate
governance. Managing Across Cultures by Charlene Solomon Michael
S. Schell in 2009 offers perspectives for executives to succeed in a
globalized perspective.
The book "Human Resource Management: International Perspectives
in Hospitality and Tourism" by D 'Annunzio-Green (2000) gave a
deep understanding of the weaknesses. ensuring efficiency in human
resource management.
1.5. Theoretical research on human resource management
The curriculum "Human Resource Management" by Dong Thi Thanh
Phuong and Nguyen Thi Ngoc An (2012) provided background
knowledge of human resource management, including attracting
human resources, training and developing human resources and
maintaining Human resources effectively. From a fairly new
perspective, Ehnert (2009) in the book "Sustainable Human Resource
Management: A conceptual and exploratory analysis from a Paradox
Perspective" system) has mentioned the relationship between human
resource management and sustainable development, as well as the
view of human resources management in a formal strategic view
(Strategic HRM). In addition, Martin's book "Key Concepts in Human
8


Resource Management" (2010) provides basic and core concepts of

human resource management. In addition to the basic contents of
human resource management, the book also introduces ways to apply
theory to the practice of human resource management in organizations
and businesses.
Also providing factors to ensure effective management of human
resources, but with a specific approach in the global economy today,
the book "Human resource management" by Price (2011) ) has
mentioned fierce global competition, the rapid development of
multinational companies as well as the trend of international
outsourcing.
1.6. Research on human resources in banking industry
Scientific topic No. 98-05: "Basic issues about innovation of training
management and scientific research in accordance with banking
activities in the market economy" chaired by Vu Thi Lien . Topic
"Solutions to improve the efficiency of human resource management
of the State Bank" by Nguyen Chi Thanh, 2002; Doctoral thesis of
Nguyen Thi Phuong Dung (2016), topic: "Working motives of office
workers in Vietnam". For research on BIDV, there is a research work
of Nguyen Thi Hong Yen in 2015, at the Banking Academy with the
title "Development of banking services at Joint Stock Commercial
Bank Investment and Vietnam Development ”. Results of this study,
the author also pointed out a number of weaknesses and shortcomings
in the training and use of human resources, and proposed solutions for
executive management and human resources.
1.7. Some research models on human resource management
Harvar's human resource management model. Michigan human
resource model (1984). Morrison's research model (1996). Guest
research model (1997). Following the research model of Singh (2004).
Research model of Zubair A Marwat & Qureshi M Tahir (2011).
1.8. Research gaps

In recent years, the issue of employees quitting in banks has been
mentioned quite a lot, but there has been no specific direction and way
to reduce the wave of resignation that is creeping in these
organizations. The success of banks now is not based on capital and
technology but on human resources. Human resources are also assets,
but are very mobile assets, they can give up their bank at any time,
even this property can be "stolen" at any time if banks There are no
suitable policies. A fierce competition for high quality human
resources has been going on between banks. From the abovementioned assessments, foreign studies mainly focus on basic
theoretical issues of human resource management.
Conclusion of chapter 1
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Chapter 1 presents a comprehensive picture of research. This is
expressed through the process of an overview of the research situation,
the necessity of the study. This content is an important foundation for
defining the underlying theory of human resource management and
related theories in order to identify factors that directly impact human
resource management activities and conclude employee behavior at
BIDV. In Chapter 1, summarizing and clarifying, inheriting the typical
research works related to the dissertation topic at home and abroad,
the contributions of these works, thereby identifying the research gap.
The study will form the theoretical basis and research direction of the
thesis, generalize the framework of analyzing the research model of
the thesis. Through Chapter 1, students will be able to gain a
comprehensive view of research topics in their thesis. From there,
make an important contribution to the research results of the thesis.
CHAPTER 2
RATIONALE OF MANAGEMENT OF HUMAN RESOURCES

IN ENTERPRISES
2.1. Concept of human resource management
Human resource concept
The organization is made up of members who are its people or human
resources. The term "human resources" only appeared in the 1980s,
before it was often used the term "personnel". Human resources mean
that people are the only source of resources that can increase capacity.
Human Resource Management Concept
In this study, the author agrees to use the concept of human resources
as follows: Human resources are all employees working for
enterprises to implement the objectives, functions and tasks of the
enterprise. Human resources of an enterprise should have a number
and structure suitable to the structure of the job and the job of that
enterprise.
Human resources mean employees who are prepared, honest and able
to accomplish the goals of the agency or who are in the agency
capable of creating values for The management system has achieved
the requirements. Therefore, the agency has a duty in human resource
management to carry out work for the purpose of the agency, planning
according to the human management strategy for further assistance.
2.2. The basic content of human resource management in
enterprises
2.2.1. Design and analysis of work
In the organization, due to specialization of labor, occupations are
divided into jobs. Each job is made up of many specific tasks and is
performed by one or several workers at one or several job positions.
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1) Design the work

2) Job analysis (PTCV)
2.2.2. Human resource planning
Human resource planning (HRD) is the process of assessing and
determining the needs of human resources to meet the organization's
work goals and developing labor plans to meet those needs.
2.2.3. Recruitment and staffing
Human resource recruitment is the overall policies and measures to
attract and recruit candidates that best suit the requirements of the job
outside the labor market to work for the organization.
2.2.4. Training and developing human resources
1) The concept and role of human resource training and development
Training and developing human resources or developing human
resources in the broad sense are activities to maintain and improve the
quality of human resources of the organization. It is the overall
organized learning activities conducted in certain time periods to
create changes in the employees' professional behavior. In terms of
content, human resources development includes three types of
activities: education, training and development.
2) Methods of training and developing human resources
- Training at work
- Training outside the job
2.2.5. Evaluation of work performance
Performance evaluation (PRR) is a content of human resources
management and is conducted in any organization under a formal or
informal system. There are many different concepts and ways of
calling this work such as merit evaluation, employee evaluation, job
performance review ...
2.2.6. Labor remuneration
Remuneration is both the responsibility of a business leader and an
important tool used by business leaders and managers to encourage

employee motivation and creativity.
2.2.7. Labor relations
In human social relations, the labor relationship is one of the most
important. It is formed between the owner of production documents
and the workers, between the executive manager of the higher level
and the subordinate executive manager and between the employees.
They are complex relationships, interwoven and interact with each
other.
2.3. Factors affecting human resource management
2.3.1. Factors inside the business
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2.3.2. Factors outside the business
Conclusion of chapter 2
In this chapter, the thesis has systematized the theoretical basis and
overview of theories related to human resource management in
enterprises, especially theories related to evaluating the effectiveness
of human resources management and impact factors. to the
effectiveness of human resource management from which a thesis's
research model is presented.

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CHAPTER 3
CURRENT SITUATION OF HUMAN RESOURCES
MANAGEMENT AT VIETNAM DEVELOPMENT AND
INVESTMENT COMMERCIAL BANK
3.1. Overview of Human Resources at Joint Stock Commercial

Bank for Investment and Development of Vietnam
3.1.1. Introduction about Bank for Investment and Development of
Vietnam
The Bank for Investment and Development of Vietnam is a specialclass state-owned enterprise, organized in the model of a state-owned
corporation. The focus of the traditional operations and development
of the Bank for Investment and Development of Vietnam is to serve
development investment activities and projects to implement the
country's key economic development programs. Fully implement the
professional aspects of the bank, serve all economic sectors, have
close cooperation and cooperation with businesses, corporations. Bank
for Investment and Development of Vietnam is constantly expanding
its correspondent relationship with more than 500 customers and
payment relations with more than 150 banks in the world.
Total business capital:
As of 2018, BIDV has a total capital of VND 54,566 trillion. In
which, from converting debt into capital, it is VND 2,140 billion.
Revenue and profit:
Since 2013 until now, BIDV's revenue has continuously increased. If
in 2013, total revenue was VND 19,163 billion, by 2018, BIDV's total
revenue will be VND 50,126 billion, an increase of 28.47% compared
to 2017. In general, the bank's revenue increased by an average of
over 22%. % / year for the last 5 years (2013-2018).
On average, BIDV's profits increase by about 8%; basically, the rate
of profit on annual revenue is not very large: 21.13% in 2013, 22.75%
in 2014; in 2015 reached 23.88%; in 2016, it reached 20.38%, in 2017
reached 17.8% and in 2018 reached 14.98. But it can be noticed that in
2017 and 2018, the rate of profit on sales of the business was lower
than in other years.
3.1.2. Situation of human resources at Joint Stock Commercial Bank
for Investment and Development of Vietnam

1) Number of employees and structure by gender
In 2013, the number of officials and employees in the bank was 18213
people; in which female officials and employees have 8243 people. In
2014, the total number of employees was 20154, of which 9210 were
female. From 2015-2018 the number of female workers increased
steadily: 10961 people in 2015; 11437 people in 2016; 11499 people
in 2017 and by December 2018 there were 12055 people. In general,
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the percentage of female workers ranges from 45% to 46% of the total
number of BIDV's employees. This is quite a high rate compared to
commercial banks in Vietnam.
2) Labor structure according to working seniority
In 2015, the proportion of staff under 30 years old accounted for
33.5%, senior staff aged 30 to 40 was 47.2%, staff from 40 to 50
accounted for 13.8, the number of employees the number of
employees over 50 accounts for 5.5%. In general, the qualifications of
BIDV's employees are quite high. The data show that the
qualifications of employees in BIDV from 2015 to 2018; In general,
officials with university or higher degrees in 2015 accounted for
89.20%, and by 2018, the trend increased to 91.61%. Intermediate
employees tend to decrease from 8.0% to 6%.
3.2. Factors affecting the human resource management at Joint
Stock Commercial Bank for Investment and Development of
Vietnam
3.2.1. Internal factors
1) Corporate culture
Over the past time, corporate culture at BIDV has not been focused on
building and is influenced, dominated by the culture of Vietnamese

society and the practices of Vietnamese workers, so there are many
points. incompatible with the requirements of businesses in the
integration market economy, making it difficult for Human Resource
Management.
2) Characteristics of human resources
Human resources are the subject of HRD activities and are always the
basis of BIDV's human resources policies. As mentioned above, in the
overall picture, BIDV has over 25,000 officials and employees
working, in which women account for about 45%, workers aged 30 -40
occupy a large proportion (about 46 , 0%), post-graduate and
university-level employees account for over 90% of the total number
of employees, in recent years BIDV has increasingly focused on
recruiting highly qualified workers.
3) Leader in the system
The leadership force is a decisive factor to the general policies of the
enterprise, including human resources management policy. A long
time ago, BIDV's leaders only focused on business activities but did
not pay adequate attention to Human Resource Management activities.
4) Financial potential for Human Resource Management activities
Any activities of the business will only thrive when properly invested
resources. Human resource management activities also need to be
invested in finance, facilities and equipment to operate effectively.
BIDV has paid a certain amount of interest in investing in Human
14


Resource Management activities, but these investment activities are
also subject to general limitations due to the current mechanism and
financial potential of BIDV.
3.2.2. External factors

As a state-owned joint-stock commercial bank, BIDV is inevitably
under the management of the Government, but more specifically
operates under the adjustment of the administrative system. Therefore,
the legal environment, administrative mechanisms in Vietnam have a
decisive impact on the activities of the bank, including HRD activities.
3.3. Actual situation of human resource management activities at
Joint Stock Commercial Bank for Investment and Development of
Vietnam
3.3.1. The apparatus in charge of Human Resource Management
The apparatus in charge of Human Resource Management at BIDV is
the Personnel Committee. In the organizational structure, BIDV
classified the Personnel Committee as a specialized committee under
the Board of Directors. Then at the branches there is the personnel
organization committee. In general, BIDV's leaders and managers also
lack the skills related to human management in general and Human
Resource Management in particular, which are needed for leadership
and management positions. Some of the key skills that leaders and
managers lack are: (i) Decision-making skills, (ii) Staff
encouragement skills, (iii) Motivational skills, (iv) Performance
evaluation skills.
3.3.2. Analysis of key human resource management activities at the
Bank for Investment and Development of Vietnam
1) Design and Analysis of work
Job analysis is the basic content and dominates other contents of
Human Resource Management. Recognizing the importance of job
analysis, BIDV leaders paid attention to this work. In general, for the
management division, BIDV has developed a job description for job
titles. The job description includes the following contents: (i) Name of
the job title (position); (ii) Tasks to be performed; (iii) Professional
and professional requirements to implementers.

2) Human resource planning
BIDV has paid attention to human resource planning. Human
resources planning is built for each period and reviewed and adjusted
annually to suit the practical situation. Human resources planning is
defined by the bank as an important task of the entire bank and is
carried out under the leadership of all levels of leadership.
3) Recruitment and staffing
At BIDV in recent years, it only recruited personnel from college level
or higher, mainly at university level, which shows the policy on
15


human resource development at BIDV towards quality human
resources. high. The recruitment results also show that most of the
recruited officials are compensating for the shortage of manpower due
to retirement and job transfer. Recruitment for improving the quality
of human resources, recruiting for development needs corresponding
to the scale of BIDV.
4) Training and Developing Human Resources
Over the past time, BIDV has focused on developing its human
resources, having domestic and international cooperation in human
resource development activities. It can be summarized that the training
and development of human resources has been continuously
developed, paying attention to recruiting qualified staff to be
successors. However, the Training and Development of human
resources still has certain limitations, namely:
- No long-term Training and Development Plan has been developed.
Training is also passive.
- Determining as the training bridge is still spontaneous, not based on
analysis of work performance evaluation.

- Lack of policies strong enough to encourage staff to learn foreign
languages. Therefore, the common foreign language level of BIDV's
staff is still weak, difficult to study and research to receive advanced
technology from abroad, especially in the context of international
integration.
5) Evaluation of work performance
Currently, BIDV mainly assesses the performance of employees' work
according to the "Scoreboard method". Evaluation of work
performance, currently carried out, though scientific and rational basis
is available. However, the fact that the leaders, managers ... directly
assess the performance of employees without the participation of
organizations such as Trade Unions easily leads to the situation of
feeling, feeling and natural taste. On the other hand, the criteria for
evaluating work performance based solely on the work results are not
reasonable, it must also have other criteria such as attitude, behavior,
responsibility in labor ...
6) Labor remuneration
About the average salary of BIDV staff
The average salary per capita of BIDV in 2018 reached 17,439,000
VND / month (including basic salary + allowances, bonuses +
overtime pay if any). In fact, the remuneration of the staff is not
enough for the current cost of living and needs to be adjusted to suit
the socio-economic situation. BIDV should have a different revenue
system suitable for those who perform well. In addition, the social
welfare policy must be consistent with the current situation, health
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insurance services for staff are not good and do not fully meet the
health care needs of workers.

7) Labor relations
Exchange information in labor relations at BIDV
In the interior, BIDV regularly has information exchanges between
management and employees.
Consult, refer to the labor relations at BIDV
BIDV also regularly has consultations and references between the two
subjects of labor relations.
Negotiating in labor relations
At BIDV, the negotiation is usually only between BIDV management
and executive committee of the bank, the final result of this
negotiation is the amended collective labor agreement of the bank.
Supplement every year.
3.3.3. Current status of perceptions and views of Human Resource
Management
Human resource management is always considered as a key task by
the Board of Directors and Board of Management of BIDV. Many
current contents of Human Resource Management have been
researched and applied in banks such as assessing job performance,
recruiting workers, encouraging motivation for employees, etc.
3.4. Remarks on Human Resource Management activities at the
Bank for Investment and Development of Vietnam
About advantages:
BIDV's human resources have experience in key banking areas.
Human resources in the banking sector have experienced rapid growth
in quantity and quality. Recognizing the importance of human
resources to the business performance of the industry, BIDV has made
remarkable changes, increasing investment in human resource
development. Human resource management and development policies
as well as human resource management regulations of State-owned
enterprises have not met the requirements of BIDV and need to be

adjusted and strengthened. Human resources management at BIDV in
recent years has changed from empirical management, based on
family relationships to more human resources management, Human
Resource Management has been based on job requirements and
capacity to perform the work; The achievements of human resource
management science have been studied and gradually applied in
BIDV. Perspectives and policies on Human Resource Management
have focused on people, being people-centered, associating employees
with the organization; The views of Human Resource Management
have been consistently expressed in the decisions and policies of
BIDV.
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Regarding existence, limitations:
Assessment of work performance and incentive system have not been
really effective. The evaluation of work results for employees at
BIDV, mainly from the professional managers of BIDV. Therefore,
the evaluation is not yet objective and democratic. No need for
training has been identified. Training costs are still low. Therefore
restricting the implementation of measures to improve the capacity of
officials and employees. The analysis and evaluation of training
results, what have been and not yet been done in the training work,
have not been reviewed and learned from experience, the choice of
training methods has not been based on actual needs and consulted. of
workers. There is a big difference in consciousness, working attitude,
professional qualifications between the direct and indirect labor force.
There has not been a high stability for direct labor force. The rate of
labor out of the industry tends to increase. The vacancies are mostly
unskilled and often recommended by relatives in BIDV so the

interview is relatively subjective. Influence of corporate culture,
workers lacking industrial discipline and discipline, lack of
enthusiasm in work along with fear of fighting, being afraid of
collision ...
The inadequacies and weakness
Firstly, while foreign commercial banks have been building and
focusing on developing human resources management activities for a
long time, at BIDV, they have started to build and rush to develop, so
many inadequacies in implementation process. Secondly, at BIDV,
although there are many training and retraining programs, in general,
it has not improved the leadership level. Thirdly, human resources
planning and development has not focused on corporate culture.
Fourthly, the excess and shortage of personnel. Fifthly, the
remuneration policy is still ineffective. Sixth, labor turnover situation
increased. Seventh, the shortage of talents. Eighth, not harmonious
internal relationships.
Conclusion of chapter 3
In chapter 3, the study presents the results of studies ranging from
qualitative and quantitative studies to case studies. Chapter 3 presents
the results of data analysis and testing. The research results also show
that the theoretical model is consistent with the survey data. The study
has confirmed the impact of seven factors on human resource
management efficiency. Factors of assigning and arranging jobs,
income of employees, allowances for employees, pressure and
working environment, relationship at work, training and developing
human resources, evaluating jobs.
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CHAPTER 4

SOME SOLUTIONS FOR ADMINISTRATION ACTIVITIES
HUMAN RESOURCES AT VIETNAM DEVELOPMENT AND
INVESTMENT COMMERCIAL BANK
4.1. Opportunities and problems for human resource management
at Joint Stock Commercial Bank for Investment and Development
of Vietnam in the context of international integration
1) The quality of human resources is increasingly required
International integration facilitates the establishment of marketoriented labor structure, which is gradually changing the labor
structure in BIDV. This change occurs on many sides of the labor
structure.
2) Changes in corporate cultural values
In the process of international integration, cultural interference takes
place in all areas of life and becomes stronger in the corporate
environment. At BIDV, there is a fundamental change in corporate
culture.
3) Change in workers' perceptions
The change in environment due to international integration inevitably
leads to a change in workers' perceptions. This has a fundamental
impact on the orientation in human resource management of BIDV.
4) Training and career development activities are changing in the
direction of adapting to the regional and international level
International integration requires Human Resources Management to
pay more attention to career development training for BIDV's officials
and employees.
5) The labor remuneration policy has additional elements of migrant
labor,
labor and foreign experts
Labor remuneration policy is one of the important policies in the
Q&A of BIDV.
6) The work performance evaluation requires publicity, transparency

and fairness
The evaluation of BIDV's work performance in the context of
international integration is also fundamentally changing.
7) Motivation for workers is greatly influenced by multinational
cultural factors
Motivating employees plays a very important role in Q&A and is one
of the key factors to the success of the bank's operation. Up to now,
the issue of motivating employees in BIDV has started to be noticed,
but has not been focused yet.
4.2. Opportunities and problems for human resource management
at Vietnam Investment and Development Joint Stock Commercial
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Bank from the development strategy and the new market and
technology context
4.2.1. Development strategy of Joint Stock Commercial Bank for
Investment and Development of Vietnam in the period of 2020 - 2025
and vision to 2030
Identifying human resources, information technology (IT) skills and
financial capacity are three important pillars of the bank's
development strategy, over the years, BIDV has prioritized many
development investment resources. human resources, technology
development.
4.2.2. Opportunities and problems for human resource management
1) BIDV's human resources management must be organized more and
more scientifically
2) Human Resource Management aims to build and develop human
resources and implement BIDV's mission and development goals
3) Human Resource Management of BIDV was built and developed

on the basis of promoting the positive values of the bank's culture in
the context of international integration, and HRD also contributed
significantly to the construction. cultural values and ethical standards
of BIDV
4) Human Resource Management of BIDV is systematically built and
developed from headquarters to branches and units.
5) Human resource management should aim to encourage creativity
and motivation for employees
4.3. Proposing views and solutions to Human Resource
Management activities at the Bank for Investment and
Development of Vietnam to meet development requirements in the
future
4.3.1. Proposing views on human resources management
Firstly, human resource management is an effective investment source
rather than cost, it is a solution to improve the quality of human
resources.
Secondly, the bank needs to always associate the management of
human resources with its business strategy and development strategy.
Thirdly, human resources management is a component of BIDV's
development strategy.
Fourthly, establish and develop BIDV corporate culture and promote
proactive working motivation of employees.
Fifth, attach importance to the training of new employees from the
moment employees start working with orientation programs and
strengthening connectivity.

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4.3.2. Some of solutions to human resource management activities at

Joint Stock Commercial Bank for Investment and Development of
Vietnam meet development requirements in the near future.
4.3.2.1. Group of solutions to attract human resources
4.3.2.1.1. Raise awareness of the importance and capacity of Human
Resource Management for leaders and managers of the whole system
The awareness of Human Resource Management is first of all the
right position, the role of human beings in the organization, of human
resources in the bank and of Human Resource Management. The
awareness of the role of Human Resource Management is not only of
BIDV's leaders, but also of the leaders of branches and units, and of
managers at all levels in the BIDV system.
4.3.2.1.2. Consolidate and professionalize the apparatus for human
resource management
Rebuilding the Human Resources Management Board of BIDV, in
each branch, unit depending on the construction scale of Human
Resource Management Department. For branches and small-scale
units, it is possible to combine Administration - Administration of
Human Resources. Clearly define the functions and tasks of the
Boards, Departments and build the title structure, determine the
margins, conduct job analysis, build specific job descriptions for each
job position in the Board. , Department of Human Resource
Management. Enhancing the capacity of a contingent of specialized
officials in Human Resource Management.
4.3.2.3.1. Implementing recruitment policies and flexibly attracting
human resources
Flexibility in the document review and the examination when
recruiting. The proportion of employees with university or higher
degrees at BIDV is increasing, the age for creative positions is
increasingly young. Most of BIDV's affiliates are more interested in
the final work efficiency and the creativity, flexibility, ability to learn,

uniqueness, difference, ... of employees rather than qualifications ,
transcript comes with.
4.3.2.3.2. Complete and renew the policy of developing and retaining
talents
Knowing how BIDV needs talent samples is a premise to redesign the
recruitment methods and processes to attract the best candidates and to
work with them together. During the hiring process, don't be afraid to
say "No" to some bright candidates even though they own excellent
degrees or awards. Never rush to hypothesize that a candidate with
experience and qualifications in a particular field will naturally
possess the personal qualities that a bank needs.
4.3.2.3. Group of solutions to maintain human resources
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4.3.2.3.1. Controlling factors affecting the efficiency of human
resource management
As concluded in Chapter 3, the effectiveness of human resources
management at BIDV is influenced by factors such as: analysis and
job placement and other factors. Therefore, in order to improve the
efficiency of human resources management, it is necessary to control
the impact of the above factors in proportion.
1) Use financial instruments
2) Build an information sharing environment, be friendly, cooperate
and develop together
4.3.2.3.2. Building a culture of continuous learning in the unit and
promoting the support of the leader
These are two factors that belong to the business and in fact, it has an
interaction with each other. An enterprise with a continuous learning
culture requires the leader to encourage, motivate and support workers

to study and develop.
4.3.2.3.3. Promote personal awareness
Although personal awareness affects the efficiency of human
resources management. In fact, this is a factor associated with the
confidence of workers, the confidence they can learn and develop, the
confidence of their abilities and this helps the spirit in doing the job. .
There are ways to develop confidence in the competence of workers
4.3.2.3.4. Innovating the evaluation of work performance
Performance evaluation is a formal systematic assessment of the
performance of employees' work in relation to the standards that have
been developed and the evaluation is evaluated. Therefore, the object
is not the capacity, ethical quality, education, skills of workers but it is
the performance of the work of workers.
4.4. Some recommendations
4.4.1. Proposals to the state management agency for the banking and
finance sector and human resources for banking and finance
4.4.1.1. Group of recommendations on policies to develop the banking
and financial sector
Relevant agencies and agencies should accelerate the implementation
of the Master Plan for Banking Sector Development to 2025 and
Orientations to 2030 in accordance with the Prime Minister's Decision
No. 986 / QD-TTg of August 8, 2018. Prime Minister. In particular,
focusing on developing, applying science and technology and
developing human resources of the banking industry.
4.4.1.2. Group of recommendations on human resource training
policies in the banking and finance industry in general and BIDV in
particular
22

Introduce the banking and finance industry and introduce the industry
into the education system right from the high school level according to
the admission program.
Invest in training programs at training institutions.
Providing training and consulting services.
Develop sets of occupational competency standards.
4.4.2. Some recommendations for training facilities
Training institutions need to build close and close relationships with
banks (maybe BIDV is a typical case) to improve the ability to
respond and integrate the job quickly of graduates. . Innovating
training methods: The banking and finance industry develops very
rapidly and constantly changes in human resources needs, not only in
terms of quality, personnel thinking but also new knowledge and new
skills. Training methods should focus on training at work.
Conclusion of chapter 4
Based on the development orientation of the banking and finance
industry, the trends in the world and in Vietnam, the forecasts of
human resources and the needs and development orientation of BIDV,
the thesis has proposed solutions for the operation of BIDV. HRD
activities at BIDV and some recommendations to the relevant
agencies. Solutions to streamline, improve and develop human
resources management at BIDV include controlling factors that affect
the efficiency of human resources management and the impact on
other processes of human resource management.

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