Luận văn thạc sĩ phát triển nguồn nhân lực tại hội sở ngân hàng nông nghiệp và phát triển nông thôn việt nam chi nhánh tỉnh hưng yên​

ĐẠI HỌC QUỐC GIA HÀ NỘI
KHOA QUẢN TRỊ VÀ KINH DOANH
---------------------

NGUYỄN ĐỨC LONG

HUMAN RESOURCE DEVELOPMENT AT HEADQUARTERS OF
VIETNAM BANK FOR AGRICULTURE AND RURAL
DEVELOPMENT- HUNG YEN BRANCH
PHÁT TRIỂN NGUỒN NHÂN LỰC TẠI HỘI SỞ NGÂN HÀNG
NÔNG NGHIỆP VÀ PHÁT TRIỂN NÔNG THÔN VIỆT NAM –
CHI NHÁNH TỈNH HƯNG YÊN

LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH

HÀ NỘI - 2020


ĐẠI HỌC QUỐC GIA HÀ NỘI
KHOA QUẢN TRỊ VÀ KINH DOANH
---------------------

NGUYỄN ĐỨC LONG

HUMAN RESOURCE DEVELOPMENT AT HEADQUARTERS OF
VIETNAM BANK FOR AGRICULTURE AND RURAL
DEVELOPMENT- HUNG YEN BRANCH
PHÁT TRIỂN NGUỒN NHÂN LỰC TẠI HỘI SỞ NGÂN HÀNG
NÔNG NGHIỆP VÀ PHÁT TRIỂN NÔNG THÔN VIỆT NAM –
CHI NHÁNH TỈNH HƯNG YÊN

Chuyên ngành: Quản trị kinh doanh
Mã số: 60 34 01 02
LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH

NGƯỜI HƯỚNG DẪN KHOA HỌC: TS. TRƯƠNG MINH ĐỨC

HÀ NỘI - 2020


DECLARATION
The author confirms that the research outcome in the thesis is the result of author‟s
independent work during study and research period and it is not yet published in other‟s
research and article.
The other‟s research result and documentation (extraction, table, figure, formula, and
other document) used in the thesis are cited properly and the permission (if required) is given.
The author is responsible in front of the Thesis Assessment Committee, Hanoi School
of Business and Management, and the laws for above-mentioned declaration.
th

Hanoi, 30 September
2020

AUTHOR

i


ACKNOWLEDGEMENT
I would like to express my deep gratitude to Ph.D Truong Minh Duc, who wholeheartedly
guided me during the research process of this topic.

I would like to express my sincere thanks to the teachers of Hanoi School of Business and
Management, who have created favorable conditions for me throughout my studies until I can
complete this thesis.
I also would like to express my sincere thanks to the Board of Director and all the cadres
of Agribank Hung Yen Branch for their enthusiastic help, providing necessary information and
documents, enabling me to complete this thesis.
Thank you so much.
th

Hanoi, 30 September 2020
AUTHOR

ii


CONTENT
DECLARATION.........................................................................................................................i
ACKNOWLEDGEMENT........................................................................................................ii
CONTENT.................................................................................................................................iii
REFERENCES...........................................................................................................................v
ABBREVIATION......................................................................................................................vi
LIST OF FIGURES.................................................................................................................vii
LIST OF TABLES....................................................................................................................vii
INTRODUCTION......................................................................................................................1
CHAPTER

1

OVERVIEW

OF

RESEARCH

PERFORMANCE

AND

THEORETICAL BASIS OF HUMAN RESOURCE DEVELOPMENT..........................4
1.1 RESEARCH OVERVIEW..................................................................................................4
1.1.1 Research situation in Vietnam......................................................................................... 4
1.1.2 Overseas research situation............................................................................................. 5
1.2 THEORETICAL BASIS OF HUMAN RESOURCE DEVELOPMENT....................6
1.2.1 Basic concepts................................................................................................................. 6
1.2.2 Criteria for evaluating human resource development of commercial banking industry11
1.2.3 Content of human resource development of commercial banking industry..................17
1.2.4 Factors affecting the human resource development of commercial banking industry .. 26

1.3 RESEARCH DESIGN................................................................................................................... 29
CHAPTER

2

THE

CURRENT

SITUATION

OF

HUMAN

RESOURCE

DEVELOPMENT AT HEADQUARTERS OF AGRIBANK - HUNG YEN BRANCH 31
2.1 CHARACTERISTICS OF AGRIBANK – HUNG YEN BRANCH AFFECTING
THE DEVELOPMENT OF HUMAN RESOURCES.........................................................31
2.1.1 Outline of Agribank.......................................................................................................31
2.1.2 The formation and development process of Agribank - Hung Yen Branch...................34
2.1.3 Operations and business results of the Agribank Hung Yen Branch‟s Headquarters

in

the period of 2017-2019......................................................................................................... 37
2.2 SITUATION OF HUMAN RESOURCE DEVELOPMENT AT HEADQUARTERS
OF AGRIBANK HUNG YEN BRANCH..............................................................................42
2.2.1 The Development status of the scale and structure of human resources at Headquarters
of Agribank Hung Yen Branch............................................................................................... 42
2.2.2 Development status of human resource quality at Headquarters of Agribank Hung Yen
Branch.....................................................................................................................................45
iii


2.2.3 Analysis of factors affecting human resource development at Headquarters of
Agribank - Hung Yen Branch................................................................................................. 59
CHAPTER 3

HUMAN

RESOURCE

DEVELOPMENT

SOLUTIONS

HEADQUARTERS OF AGRIBANK - HUNG YEN BRANCH

AT
65

3.1 VIEWPOINTS AND ORIENTATIONS OF HUMAN RESOURCE DEVELOPMENT65

3.1.1 Human resource development orientations of Agribank...............................................65
3.1.2 Viewpoints and orientation for Human resource development at Headquarters of
Agribank Hung Yen Branch....................................................................................................66
3.2 HUMAN RESOURCE DEVELOPMENT SOLUTIONS AT HEADQUARTERS OF

AGRIBANK - HUNG YEN BRANCH..................................................................................67
3.2.1 Human resource development planning and planning solutions...................................67
3.2.2 Solutions for recruiting human resources......................................................................68
3.2.3 The arrangement of human resources solutions............................................................ 70
3.2.4 Solutions for training and professional training to improve the quality of human
resources................................................................................................................................. 70
3.2.5 Solutions to perfect mechanisms and policies to encourage the development of human
resources................................................................................................................................. 73
3.2.6 Other solutions...............................................................................................................74
3.3 RECOMMENDATION.....................................................................................................74
3.3.1. For the National Assembly, the Government................................................................75
3.3.2. For the State Bank........................................................................................................ 75

3.3.3 For relevant human resource training institutions.........................................................76
3.3.4. For Agribank.................................................................................................................76
CONCLUSION.........................................................................................................................77
APPENDIX NO.01...................................................................................................................78

iv


REFERENCES


Journal/periodical articles

To Ngoc Hung (2010), Current situation and solutions to develop high quality
resources for Vietnam's banking sector in the period 2010 - 2020, Journal of Financial and
Monetary Market No. 22/2010.
Dang Hoang Linh, Nguyen Duc Tuan (2018), Human resources in banking operations
and some recommendations, Banking Journal No. 23/2018


Books

Tran Xuan Cau (2012), Textbook of human resources economics, Publishing House of
National Economics University;
Tran Kim Dung (2018), Human Resource Management, Finance Publishing House
Nguyen Tiep (2005), Textbook of Human Resources, Labor and Social Publishing
House
Richard A. Swason, Elwood F. Holton III (2001), Foundation of Human resource
development, Berrett-Koehler Publishers, Inc., San Francisco.
Neal E. Chalofsky, Tonette S. Rocco, Michael Lane Morris (2014), Handbook of

Human resource development, John Wiley & Sons Publishers, Inc., Hoboken, New Jersey.


Papers

National Assembly 12 (2010), Law on Credit Institutions
Bank Governance Leadership Network EY (2018), The future of talent in banking:
workforce evolution in digital era
Agribank Hung Yen Branch (2017-2019), Report on the Branch's operations


Dissertations

Alexander Ardichvili, Alexander Gasparishvili (2001), Human resource development in
an industry in transition: the case of Russian banking sector


Websites




/>
v


ABBREVIATION

Acronyms

Original meaning

Agribank

Vietnam Bank for Agriculture and Rural Development

VAMC

Vietnam Asset Management Company

Vietcombank

Joint Stock Commercial Bank for Foreign Trade of Vietnam

BIDV

Bank for Investment and Development of Vietnam

MB

Military Commercial Joint Stock Bank

GDP

Gross Domestic Product

vi


LIST OF FIGURES

Figure 2.1. Organizational structure of Agribank - Hung Yen Branch……………………..36
Figure 2.2. Time from when recruited into Agribank until being sent to attend new staff
training classes........................................................................................................................55
Figure 2.3. The time from when recruited into Agribank until the time to attend manual
class of IPCAS........................................................................................................................56
Figure 2.4. Areas of knowledge and skills of that officers at Headquarters of Agribank Hung
Yen are interested in............................................................................................................... 57
Figure 2.5. Desired form of staff training Headquarters of Agribank Hung Yen Branch......57
Figure 2.6. Learning purpose of staff at Agribank Hung Yen‟s Headquarters.......................58
Figure 2.7 The importance of training as assessed by leaders at Agribank Hung Yen‟s
Headquarters...........................................................................................................................60

vii


L
Table 1.1

Evaluation criteria of knowledg

Table 1.2

Criteria for evaluating the skills

Table 1.3

Evaluation criteria of the workin

Table 2.1. Operation scale of Hung Yen province in the period of 2017-2019 .....................
Table 2.2. Capital resources of Headquarters of Agribank Hung Yen Branch for the period

of 2017-2019 .......................................................................................................................... 38

Table 2.3. Outstanding debt of the Headquarters

of Agribank Hung Yen Branch in the

period of 2017-2019 ...............................................................................................................
Table 2.4. Service revenue at Headquarters
period

of Agribank Hung Yen Branch for the

2017-2019 ............................................................................................................................... 39

Table 2.5. Financial results of Agribank Hung Yen‟s Headquarters for the period of 20172019 ........................................................................................................................................ 41

Table 2.6. The human resources scale at Agribank Hung Yen‟s Headquarters in the period
of 2017-2019 .......................................................................................................................... 42

Table 2.7. Human resource structure by departments at the Headquarters of Agribank Hung
Yen in the period of 2017-2019 ..............................................................................................
Table 2.8 Structure of human resources by age at Agribank Hung Yen's Headquarters in the
period 2017-2019 ....................................................................................................................
Table 2.9. Human resource structure by qualifications at Agribank Hung Yen's
Headquarters in the period of 2017-2019 ..............................................................................
Table 2.10. Evaluate employees' knowledge at Agribank Hung Yen‟s Headquarters ..........
Table 2.11. Evaluate the skills of employees at Agribank Hung Yen Branch „s Headquarters ...
Table 2.12. Assessment of employee's sense, attitude and responsibility towards work at
Headquarters of Agribank Hung Yen Branch ........................................................................
Table 2.13. The table evaluates the quality of human resource development activities at

Headquarters of Agribank Hung Yen Branch ........................................................................
Table 2.14. Statistics of training and retraining programs for the period 2017-2019 ............

viii


INTRODUCTION
1. The urgency of the topic
In the context of increasingly deepening international economic integration and
fierce competition in the banking sector, the competition not only appears between
domestic commercial banks but also between domestic commercial banks and foreign
commercial ones. To ensure competitiveness, human resources is the decisive factor of
each bank. Human resource is an important factor and has strategic significance not only
for operational efficiency, but also makes a difference in growth and sustainable
development. Therefore, the development of high quality human resources has been
increasingly focused on and invested by banks in recent years.
Established in 1996, Agribank Hung Yen Branch has gone through 24 years of
construction and maturity, gradually growing, enhancing the reputation and position of a
key bank in the agricultural and rural sector, contributing to enhancing Agribank's image,
position and brand name in Hung Yen province. In the same years, generations of officials
who have been attached to the Branch since its inception gradually retired in recent years,
transferring their work and enthusiasm to the next generation. The new generation class is
young, dynamic, full of enthusiasm, but lack of experience, leading to the ability to
perform tasks that have not met the requirements and face many difficulties in operation.
That raises an urgent requirement for the human resource development activities at
Headquarters of Agribank Hung Yen Branch is to build a human resources team which
ensures quantity, quality, arranged in a reasonable structure and meets the requirements in
performing the tasks assigned by Agribank, especially at the Headquarters, where
concurrently holding two roles of business and administration.
Stemming from the above issues, I chose the topic "Human Resource Development

at Headquarters of Vietnam Bank for Agriculture and Rural Development - Hung
Yen Branch" for my graduation thesis.
2. Purpose of the study
The purpose of the study is to provide solutions in accordance with the reality and
orientation of the Board of Directors of Agribank - Hung Yen Provincial Branch to further
develop human resources at the Branch in the period 2020-2025, thereby improving high
reputation, competitiveness and business results of the Bank.
3. Objectives of the study

1


Evaluate the current situation and factors affecting human resource development at
Headquarters of Agribank Hung Yen Provincial Branch, then propose solutions to further
develop human resources at the branch in the period 2020-2025.
4. Scope of research
-

Research field: human resource development at Headquarters of Agribank Hung

Yen Branch
-

In terms of space: topic is limited at the Headquarters of Agribank Hung Yen

Branch, where there has been the strongest change in human resources in recent years and
plays an important role in the whole business opertation and executive management of
Agribank - Hung Yen Provincial Branch.
-

In terms of time, the topic uses statistics from 2017 to 2019 for analysis.

5. Research method
The thesis uses a combination of research methods such as descriptive statistical
methods, statistical analysis methods, expert methods and sociological investigation
methods.
To ensure that information sources which are used for effective analysis and
evaluation, the data used in the dissertation are collected from many different information
sources. Specifically:
Secondary information sources: Concepts, theoretical bases, practical experiences are
synthesized in textbooks, specialized journals, statistics published by official agencies and
organizations, the works of prestigious scholars have been published and widely
acknowledged.
Primary information source: The research uses questionnaires to conduct sample
surveys of customers and about 30 employees and leaders working at Headquarters of
Agribank- Hung Yen Branch in the Credit, Accounting, General, Computing, Planning
departments. In addition, during the research process, the author also consulted experts,
who are experienced human resource management lecturers on human resource
development for organizations, especially commercial banks.
6. Thesis structure
The structure of the thesis consists of 3 chapters
Chapter 1: Overview of research performance and theoretical basis of human
resource development

2


Chapter 2: The current situation of human resource development at Headquarters of
Agribank - Hung Yen Branch
Chapter 3: Human resource development solutions at Headquarters of Agribank

Hung Yen Branch

3


CHAPTER 1
OVERVIEW OF RESEARCH PERFORMANCE AND THEORETICAL
BASIS OF HUMAN RESOURCE DEVELOPMENT
1.1 RESEARCH OVERVIEW
In recent years, there have been many articles and research papers from Vietnam as
well as internationally on human resource development or on human resource issues at
financial institutions and banks.
1.1.1 Research situation in Vietnam
Human resources and human resource development are of great interest to domestic
researchers, including a number of research projects such as:
-

Tran Xuan Cau (2012), Textbook of Human Resource Economy. The syllabus gives

the most general knowledge about human resources economics, the correlation between
population and human resources, labor market, labor productivity, wage and income factors
and some social issues affect human resources. As an introductory textbook, the book
focuses mainly on helping the reader visualize the most common human resources and
related factors from a social perspective, specific elements applied in business; though it
has been mentioned in some chapters, it is not really detailed.
-

Tran Kim Dung (2018), Human Resource Management. The book introduces

human resource management, three important functional groups of human resource

management in organizations: attracting, training and developing, and giving updates on
human resource management in modern environment. Each chapter guides processes and
techniques in human resource management. It can be said that this is a relatively
comprehensive book on human resource management in a modern environment.
-

To Ngoc Hung (2010), The current situation and solutions for developing high-

quality resources for Vietnam's banking sector in the period 2010 - 2020. The article
presents the necessity as well as the current situation of the shortage of high quality human
resources of the Vietnamese banking industry, thereby proposing some solutions to develop
this human resource. The article is given in an assessment of the whole banking industry
and focuses mainly on one of the development of human resources in the commercial
banking industry, which is the development of high-quality human resources.
-

Dang Hoang Linh, Nguyen Duc Tuan (2018), Human resources in banking

operations and some recommendations. The article outlines the role of human resources in
commercial banks, shows the current situation of human resource management in
Vietnamese commercial banks and gives some recommendations on human resource
4


development strategies, staff recruitment, staff arrangement, staff training, and staff
remuneration.
1.1.2 Overseas research situation
Human resources and human resource development are also researched and
mentioned in many research projects by foreign researchers such as:
-

Richard A. Swanson, Edwood F. Holton III (2001), Foundations of Human

resource development. The book gives the most basic concepts of human resource
development; listing theories and perspectives on human resource development; some
ways of developing human capital through individual and organizational training, and at
the same time giving opinions on human resource development in the 21st century.
However, since it has been written since 2001, some of the author's opinions need to be
updated more to suit the human resource development in recent years.
-

Neal E. Chalofsky, Tonette S. Rocco, Michael Lane Morris (2014), Handbook of

Human resource development. The book gives general concepts of human resource
development, human resource management modes, some new applications in human
resource development, in which two factors have a great influence on resource
development. The human resource is the employee's attachment and emotional intelligence.
-

Alexander Ardichvili and Alexander Gasparishvili (2001), Human resource

development in an industry in transition: the case of the Russia banking sector. The study
identifies problems with the human resource development system in the banking sector in
Russia and gives trends to the development of this system.
-

Bank Governance Leadership Network EY (2018), The future of talent in banking:

workforce evolution in digital era. The study shows the trend of human resources in banks:
the development of technology is restructuring the human resources of banks and banks are

in the early stages of human resource restructuring. The article also recommends that the
talent attraction strategy is a factor that should be paid special attention to in the
restructuring process.
Although there are many differences in the approaches to human resource
development in the banking sector at different times and economic conditions in different
countries, the documents are highly consistent in the urgency and importance of human
resource development.
The above studies have been partly studied from a long time ago, or by foreign
countries in relatively different contexts with the current Vietnamese market. Other studies
5


mainly focus on looking at human resource development activities at the national or
industry level. Therefore, the study of human resource development at Headquarters of
Agribank Hung Yen Branch is still a new direction when considering the human resource
development issue in a specific case, with its own specific characteristics.
1.2 THEORETICAL BASIS OF HUMAN RESOURCE DEVELOPMENT
1.2.1 Basic concepts
1.2.1.1 The general concept of human resources and human resources of
commercial banks
* The concept of human resources
Human resources is the concept in which people are considered as a resource for
development. However, according to each individual approach, the studies refer to human
resources under different perspectives and perspectives.
According to Tran Xuan Cau (2012), human resources is a category used to indicate
the potential strength of the population, the ability to mobilize participation in the process
of creating wealth, material and spirit for society in the present. now as well as in the
future.
According to Nguyen Tiep (2005), human resource is human resource, the most
important and dynamic factor of socio-economic growth and development. Human

resources can be defined for regions, localities (provinces, cities ...) and it differs from
other resources (finance, land, technology ...) in that human resources with labor activities
creative dynamism, impacting on the natural world and in the process of labor arose labor
relations and social relations. More specifically, a country's human resources manifest in
the following aspects:
-

First of all, as the source of labor force to society, in the broadest sense, the human

resource includes the entire population with the ability to work, regardless of whether that
person is being allocated to the professional sectors, areas and can be considered as social
human resources.
-

As the society's main ability to undertake labor, human resources are understood in

a narrower sense, including the population of working age with working capacity
(regulated by the labor law). Currently, in the field of labor, there is a concept of "labor
source", which means that the entire population of working age has the ability to work.
Therefore, with this concept, human resources are equivalent to the concept of labor
resources.

6


-

Human resources represent all specific people involved in the working process,

with this understanding human resources include people from the lower limit of the

working age and over and capable of working (In our country today, people who are full 15
years old and over are capable of working).
The above concepts all assume that human resources in general are working age
people, capable of working and have citizenship rights, which are considered as labor
resources of society. From the above concepts, the concept of human resources used in the
thesis is construed as follows:
Human resource is the entire workforce working in an organization or enterprise,
characterized by the quantity (size), quality and structure participating in the production
and business process of organizations, businesses.
* The concept of commercial banking human
resources - The concept of commercial banking
According to the Law on Credit Institutions (2010), A bank is a type of credit
institution that can conduct all banking activities in accordance with this Law. Banking
operation is the regular business and provision of one or more of the following operations:
a) Receiving deposits;
b) Credit extension;
c) Providing payment services via account.
Commercial bank is a type of bank which can conduct all banking activities and
other business activities in accordance with this Law for the purpose of profit.
From the above concept, the commercial bank concept used in the thesis is construed
as follows:
Commercial banking is a special type of business operating in the monetary sector
with the main operations of receiving deposits, granting credit and providing payment
services via accounts for profit purposes.
- The concept of human resources in the commercial banking industry
From the general concept of human resources and the concept of a commercial bank,
the human resource of a commercial bank is defined as follows:
The human resource of a commercial bank is the entire workforce working in that
bank, characterized by the size, quality and structure of the human resources involved in
the implementation of banking operations including activities of receiving deposits,

providing credit and providing payment services via accounts for profit purposes.
Human resources play an important role in commercial banking through:
7


Firstly, human resource is a factor directly involved in strategic planning, setting up
plans, programs, projects, building business processes and code of conduct as the
foundation orientation for all operations in commercial banks.
Secondly, human resource is the subject operating the system, controlling the
technology infrastructure, implementing the plans according to the specified process;
working with government agencies, partners and customers, interacting with colleagues,
controlling cash flows and other resources under the management responsibility of
commercial banks.
Thirdly, human resources are the source of new ideas and initiatives to improve
business processes, thereby improving system performance, saving costs and minimizing
risks for commercial banks.
In addition, human resource is the energy to step by step crystallize corporate
cultural values, build and preserve the brand and identity of a commercial bank.
Besides, human resources with ability to self-mobilize in combination with the
organization's human resource development policy, continuously change to adapt to the
new environment and new technologies; especially through that, fostering up excellent
individuals, leading experts in the financial sector, is the next door to the sustainable
development of commercial banks.
- Characteristics of human resources of commercial banks
The human resource of a commercial bank, first of all, has the common
characteristics of Vietnamese human resources, typically:
The status of human resources is generally limited. The indicators of height, weight,
strength, and endurance are quite low compared to those in developed countries. In the
context of global competition, especially operating in areas requiring high work intensity
such as commercial banks, it will require more improved human resources, gradually

approaching the standards of health internationally. Human resources, in return, have many
strengths such as intelligence, ingenuity, meticulousness. In addition, the ability to study
well and a tradition of overcoming difficulties to develop oneself.
There is a shortage of human resources in terms of skills such as communication
skills, teamwork skills, management skills, leadership skills ... Among the missing skills,
foreign language skills, specifically Vietnamese workers' English is still poor compared to
those in many countries in the region, so Vietnamese workers often face more difficulties
in the integration process, thereby indirectly affecting the competitiveness health of the
economy.
8


Besides, there is still a big difference between professional qualifications and
practical skills, reflected in the fact that workers still need time to adapt, train, and
additional training to be able to achieve the highest labor efficiency in industrial
environment. Not only that, the actual feedback from many enterprises also shows that the
responsiveness of skills due to technology changes of workers in enterprises is still low.
Human resources, on the other hand, are also influenced by the local culture and
living practices. This, in turn, can lead to conflicts between Western-style management
models and the tradition of promoting the role of the family, lineages and responsibility of
women. A high-pressure and overtime job, coupled with poor time management and life
balance skills, can risk cracking the good values in traditional families. And when
employees feel unhappy in their personal lives, it will have a negative impact on work
performance at businesses or organizations in general.
In addition to the general characteristics, the human resource of a commercial bank
has its own characteristics such as:
Firstly, the human resources of the commercial banking industry require general
knowledge and skills. Commercial banks play the role of financial intermediaries, currency
trading, service providers, economic transactions with objects in different professions in
the society, having trade relations both domestic and international partners. To be able to

best serve customers, the employees of commercial banks must understand their customers.
Therefore, in terms of knowledge, human resources in commercial banks, besides
professional knowledge, need to have general knowledge about economics, legal
knowledge, foreign language knowledge, information technology to serve their work.
Besides, whether in direct or indirect departments, bank employees still have to bear
certain business targets. Employees in commercial banks need to have general skills in
communication, sales, customer care, situation handling ...
Secondly, compliance and honesty are two important criteria required for the human
resources of the commercial banking industry. Currency trading is one of the fields that
contain many risks (capital loss risk, exchange rate risk, interest rate risk ....), therefore,
business decisions of commercial banks (decisions on investing, lending, interest rates ...)
requires compliance with a complex, multi-step, stringent process. To avoid ethical and
operational risks, each employee requires strict adherence to regulatory procedures.
Besides, one of the main activities of commercial banks is capital mobilization, which
depends heavily on customers' trust with the bank. This belief needs to be built over a very
long time, but can be lost in a moment due to the morally risky events of the staff. Through
9


many recent legal events, commercial banks understand that maintaining honesty and
maintaining the reputation of staff is an extremely important factor to ensure effective
business operations.
In general, the human resources of commercial banks still have shortcomings in
reality and job requirements. Therefore, promoting the human resource development of
commercial banks is a matter of practical significance.
1.2.1.2 The concept of human resource development and human resource
development of commercial banking industry
* The concept of human resource development
Human resource development has been mentioned in many scientific researches and
many articles. Initially, in the condition of outdated technology, less competition and low

level of labor, the superiority to take advantage of is cheap labor. Then, revenue and profit
are proportional to the output and the number of employees used. Therefore, the original
concept of human resource development was simply an increase in the size of human
resources. Thereafter, human resource development was defined at higher level as not
merely growing in quantity but also in terms of quality. However, at this stage, human
resource development is considered an achievement of training and it is mentioned that
human resource development in enterprises is mainly focused on training. Until recently,
the concept of human resource development has been developed more fully.
According to the concept of the International Labor Organization, human resource
development is the acquisition of skills and capacity development, using that human
capacity to work effectively as well as satisfy the occupation and personal life.
According to Richard A. Swanson and Elwood F. Holton III (2001), human resource
development is a process of developing and perfecting the skill level of human through the
development of the organization and training activities, personal development to improve
work efficiency.
In general, human resource development in the thesis is defined as follows: human
resource development is the process of developing human resources in both quantity and
quality in the direction of creating human resources to meet the requirements of quantity,
mentality, physical strength, and mental strength and at the same time meet the balance of
structure (occupation structure, age structure, gender structure, education structure ...).
* The concept of human resource development of commercial banks
Human resource development can be expressed at two levels: within a country/a
locality and within an organization. Within a country/locality as well as within an
10


organization, when it comes to human resource development, it is necessary to pay
attention to both size, quality and structure, in which the quality of human resources is
considered the most important and complex. However, the quality of human resources is
also concerned differently by each level. If within a country, a locality, when it comes to

the quality of human resources, one must pay attention to the health of workers in
particular and the people in general, to the level of education of workers; in each
organization, the most concerned factor is the skill level, professional level of the
employee and the personal qualities required by the job.
The development of human resources from the perspective of commercial banks is
usually planned by banks. However, the human resource development of commercial
banks, in addition to the efforts of the members of the bank, still needs external support
(experts, the State ...). Therefore, human resource development at commercial banks is the
common awareness and effort of the parties, not merely the implementation of the
functions of the human resources department. In addition, under the strong competition and
rapid transformation, the development of human resources in commercial banks should be
oriented towards long-term thinking, as well as demonstrating higher social responsibility.
Therefore, from the concept of human resource development in general and the
characteristics of the human resources of commercial banks, the author of the thesis defines
the human resource development of the commercial banking industry as the process of
human resource development to increase the scale of human resources, improve the quality
of human resources and create an increasingly reasonable human resource structure in
commercial banks, focusing on a long-term vision, thereby increasing sustainable values
for the bank, workers and society.
1.2.2 Criteria for evaluating human resource development of commercial
banking industry
Based on the content of developing human resources of commercial banking
industry, inheriting research results of scientists and actual surveys, the author would like
to propose two groups of criteria for human resource development assessment: group of
criteria for quantity evaluation and group of criteria for quality evaluation.
1.2.2.1 Group of criteria for quantity evaluation
The criteria for assessing the development of the human resources of the
commercial banking industry are reflected in the development of the number of human
resources in the commercial banking industry and the shift in the progressive structure.

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- Criteria for the quantity of human resources
The quantitative development evaluation criteria are manifested through the
increase in quantity and growth rate over the years, through stages of human resources. The
quantity increase and the growth rate are positively related. The increase in size is shown
through an increase in absolute quantity, while the growth rate is equal to the relative
annual increase index or period of human resources. The increase in the number of
employees should be consistent with the business performance of the bank. If the human
resource growth rate increases too quickly or goes in the opposite direction of the business
development trend of the bank, the human resource will be redundant compared to the
demand, the use of human resources will not bring into full play its potential. Meanwhile,
the size of personnel will be the limiting factor in operations. On the contrary, when the
speed of increase in the number of employees does not keep up with the expansion of
business activities, the demand of the job will exceed the capacity of the existing
workforce, causing overload in job performance, quality and work efficiency are reduced.
- Criteria for the structure of human resources
In the process of quantity development, the human resources of commercial banks
must at the same time ensure a structural change in the direction of progress. Accordingly,
the change in the gender structure, the structure of qualifications, the structure of
occupations, ages, the structure of regions, divisions and departments should ensure
rationality and appropriate with the current situation at the bank and the needs of the
market.
+ Occupational structure
In a bank there are many divisions, basically it can be divided into two main parts:
the direct contact with customers (the customer room, the teller department, the service
department ...) and the department indirectly performs internal transactions (capital
resources, computing, administrative checks ...). Each department has its own functions
and duties in the operation of the bank's business activities. It is very important to decide

the number of staff in the departments as well as the appropriate staffing for each
department. A reasonable structure will ensure smooth coordination in the working
process, promoting the full performance of the parts. Meanwhile, inadequate structure or
improper personnel will lead to difficulty in coordination among departments in the
process of operation, the combined efficiency of human resources is not maximized,
operational efficiency in business activity is not high.
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+ Gender structure
Each department in a bank has its own business characteristics. There are jobs that
are more suitable for men, like debt collection, and jobs that are more suitable for women
like tellers. Therefore, in order to ensure the industry structure, the gender structure should
be suitable to the characteristics of each job, with the business characteristics of the bank.
+ Structure of age
As with other occupations, human resources in the bank are also classified by age
groups, which can normally be divided into three main categories: young and middle-aged
workers and near-retirement workers. According to each age, psychology and needs of the
job are also different. Young workers are usually dynamic, ambitious, less busy with
housework, but lack of experience, poor ability to adapt and need basic training to improve
the necessary knowledge and skills of the industry. Ordinary middle-aged workers have
relatively completed knowledge and skills, are able to adapt flexibly due to their
experience, are the main human resource for management positions, and the need for
training is mainly. Through training programs, however, they are busy with household
chores, easily lose their motivation to work due to boredom of not being arranged in
suitable jobs or lack of enthusiasm due to feeling unrecognized by leaders. Laborers near
retirement have many experiences, but are often afraid to change, prefer to follow their
habits. At each time, assess current human resources according to age group structure to
have appropriate staffing arrangement to ensure full use of the strengths of each group of
personnel, to plan training and new recruitment to age restructuring of human resources is

extremely important. With different characteristics of employees by age group, human
resource development activities such as training, motivating, and staffing in each period
must be suitable to the age structure at the bank to bring about highest efficiency.
+ Structure of qualifications
The level of human resources is shown through a number of indicators such as:
number of trained and untrained workers, by training level, technical worker and
professional staff, and training level. Currently commercial banks mainly use the training
qualification criteria to divide the structure of human resources qualifications. Accordingly,
human resources at commercial banks can be divided into four main groups: Post-graduate,
Bachelor, Intermediate and Elementary Education. Job characteristics of different
departments in the bank require different qualifications of employees, corresponding to
different wages according to job positions. For example, specialized areas
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such as development strategy, risk management, international investment, international
payment... require highly qualified personnel, some positions even require international
qualifications. While in checking positions, drivers only need an Intermediate level or
above. Usually highly qualified personnel will need a corresponding salary and
remuneration. Qualification structure will determine the cost of salaries the bank must
spend, so each bank needs to choose a structure of human resources in accordance with the
job requirements, the actual business situation as well as the financial capacity of the unit
to optimize business efficiency.
1.2.2.2 Group of criteria for quality evaluation
Quality development assessment criteria: Demonstrating the improvement in the
quality of the human resources of the commercial banking industry, reflected through the
improved evaluation of the quality of human resources in the banking industry such as
health - fitness, knowledge, skills, dynamism and adaptability, work attitude, degree of
understanding of corporate culture ...
- Group of indicators for health assessment

The employee's health is shown through the information in the Health Certificate as
prescribed by the Ministry of Health through some basic criteria such as height, weight,
BMI index, blood pressure, eyesight, hearing capabilities, medical condition. Employees
need to be certified by the authorities to ensure that they are capable of working.
In addition, with the relatively large workload in current commercial banks, besides
meeting basic health criteria, the ability to withstand working pressure is also a criterion
that commercial banks are interested and given as a recruitment criterion.
- Group of criteria to assess knowledge
Knowledge is the theoretical and empirical understanding of a topic, accumulated
personally through the process of training and observing practice. Knowledge plays an
action-oriented role, helping individuals have a basis to detect, analyze and provide
solutions to specific problems. Actions that are not based on knowledge are considered
only instinctive. Conversely, the more extensive the knowledge, the more certain the basis
of the theory, the ability to detect and analyze it, the more feasible the proposed solutions
are. Employees' knowledge is assessed through the way jobs are handled, the system of
diplomas and training certificates. Through consultation with the human resources
department, leaders of commercial banks and expert opinions in the field of human

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resources, knowledge of employees in commercial banks can be assessed through the main
criteria as follows:
Table 1.1 Evaluation criteria of knowledge of commercial banking human
resources
No.
1
2
3
4

5
-

Group of criteria for assessment of skills

There are many different definitions of skills, each of which is derived from the
professional perspective and personal conception of the writer. However, the definitions all
acknowledge that skills are formed when we apply knowledge into practice, due to the
process of repeating a certain action or group of actions with a clear intention and
direction. clear. Therefore, it can be defined generally as follows: skill is the ability or
ability of the subject to master one or a series of actions on the basis of knowledge
(knowledge or experience) to produce expected results. Owning skills will help individuals
reduce execution time and improve work efficiency corresponding to that skill, but in
reality, to perform a job requires individuals to combine many groups of skills. Through
consultation with the human resources department, the leaders at commercial banks and the
opinion of experts in the field of human resources, the skills of employees in commercial
banks can be assessed through the following main criteria:
Table 1.2 Criteria for evaluating the skills of commercial banking human
resources
No.
1
2
3