Ineffective training and development process at shinhan bank tan binh branch retail banking department

UNIVERSITY OF ECONOMICS HO CHI MINH CITY
International School of Business

NGUYEN THI THUY VAN

INEFFECTIVE TRAINING AND DEVELOPMENT
PROCESS AT SHINHAN BANK
TAN BINH BRANCH
RETAIL BANKING DEPARTMENT

MASTER OF BUSINESS ADMINISTRATION
SUPERVISOR: DR. DOAN ANH TUAN
Ho Chi Minh City – Year 2021


Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department

UNIVERSITY OF ECONOMICS HO CHI MINH CITY
International School of Business
----------------------------------------

NGUYEN THI THUY VAN

INEFFECTIVE TRAINING AND DEVELOPMENT
PROCESS AT SHINHAN BANK
TAN BINH BRANCH
RETAIL BANKING DEPARTMENT

MASTER OF BUSINESS ADMINISTRATION
SUPERVISOR: DR. DOAN ANH TUAN
Ho Chi Minh City – Year 2021

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Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department

CONTENTS
EXECUTIVE SUMMARY ................................................................................................................ 6
ACKNOWLEDGEMENTS ............................................................................................................... 8
1. COMPANY INTRODUCTION..................................................................................................... 9
1.1. General information about Shinhan Bank – Tan Binh Branch........................................... 9
1.2. Shinhan Bank – Tan Binh Branch’s Retail Banking Department .................................... 10
1.3. Personnel situation in 2 years, 2019, 2020 ........................................................................... 11
2. SYMPTOMS ................................................................................................................................. 12
2.1. High bad debt ratio ................................................................................................................ 12
2.2. Low profit ............................................................................................................................... 14
2.3. High time processing ............................................................................................................. 16
3. PROBLEM IDENTIFICATION ................................................................................................. 17
3.1. Preliminary cause and effect tree ......................................................................................... 17
3.2. Potential problems ................................................................................................................. 18
3.2.1. Poor quality of applications ........................................................................................... 18
3.2.2. Poor quality of training courses..................................................................................... 19
3.3. Problem validation................................................................................................................. 21
3.3.1. Problem definition .......................................................................................................... 21
3.2.2.1 Managers’s perspectives ............................................................................................. 22
3.2.2.2 Employees’ perspectives ............................................................................................. 23
3.4. Main problem ......................................................................................................................... 23
4. CAUSE IDENTIFICATION ........................................................................................................ 24
4.1. Potential causes ...................................................................................................................... 24
4.1.1. Lack of training objectives ............................................................................................. 25

4.1.2. Inappropriate training method...................................................................................... 26
4.2. Cause validation ..................................................................................................................... 27
4.2.1. Lack of training goals ..................................................................................................... 27
4.2.2. Lack of professional trainer ........................................................................................... 27
4.2.3. Lack of training evaluation ............................................................................................ 28
5. ALTERNATIVE SOLUTIONS ................................................................................................... 28
6. ACTION PLAN ............................................................................................................................ 39
7. SUPPORTING INFORMATION ............................................................................................... 44
APPENDICES ................................................................................................................................... 47
REFERENCES ................................................................................................................................. 63

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Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department

LIST OF DIAGRAM

Diagram 1: Preliminary cause and effect tree (Source: Consolidated by author) ............................... 18
Diagram 2: Lack of steps in training process ....................................................................................... 20
Diagram 3: Updated official cause and effect tree (Source: Consolidated by author) ........................ 25
Diagram 4: Benefits of effective training targets.................................................................................. 25
Diagram 5: Inappropriate training method .......................................................................................... 26
Diagram 6: Final cause – effect map ................................................................................................... 28
Diagram 7: The Balanced Scorecard Links Performance Measures ................................................... 39

LIST OF TABLE
Table 1: Concepts about group debt of loans ....................................................................................... 13
Table 2: Actual processing time at Shinhan Bank – Tan Binh Branch ................................................. 17
Table 3: Disbursement Loan Application Each Month 2020................................................................ 17

Table 4: Summary of evaluating the elements of creating effective training courses ........................... 30
Table 5: Estimated budget for developing professional trainers .......................................................... 35
Diagram 7: The Balanced Scorecard Links Performance Measures ................................................... 39
Table 6 : Estimated budget for developing the quality of training evaluation ..................................... 39
Table 7: Action Plan ............................................................................................................................. 43

LIST OF FIGURE
Figure 1: Shinhan Bank – Tan Binh Branch’s Organizational Structure............................................. 10
Figure 2: The NPL ratio in 2020 of SHB –Tan Binh Branch ............................................................... 13
Firgure 3: Comparison of NPL ratio of Tan Binh Branch and other branches in HCM North
Communiy ............................................................................................................................................. 14
Figure 4: Profit Before Tax 2021 of Shinhan Bank – Tan Binh Branch............................................... 15
Figure 5: Revenue of Shinhan Bank – Tan Binh Branch 2020 ............................................................. 15
Figure 6: Total outstanding loan of Shinhan Tan Binh Branch 2018, 2019, 2020 .............................. 16

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Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department

EXECUTIVE SUMMARY
For the industry, the economic consequences of the pandemic don't seem to be
on identical scale as those throughout the Global Financial Crisis of 2008–10 (GFC),
however they're still notable. additionally to the money fallout, COVID-19 is
reshaping the world industry on variety of dimensions, introduction a brand new
competitive landscape, stifling growth in some ancient product areas, prompting a
brand new wave of innovation, revising the role of branches, and after all, fast
digitisation in virtually each sphere of banking and capital markets. per the strategy of
increasing the market, Shinhan Bank (SHB) includes a vision to form over twenty
branches and agencies throughout Vietnam from 2020-2022, which means Shinhan

Bank considerably desires of a prime quality coaching and big personnel to effectively
act the business set up.
Training is taken into account united of the foremost elementary aspects of
human interaction and for organization, it's become the most tools for achieving their
strategic fight additional significantly, the standard of men inside any departments
plays an excellent role to the success and high profits of business banks today. the
largest drawback of Shinhan Bank – Tan Binh Branch’s Retail Banking Department is
addressing poor coaching quality. This makes the new staff within the retail banking
department don't catch the task necessities right away. The standard of client
appraisals during this department is inefficient and causes unhealthy debts increasing.
Moreover, the dearth of sales skills conjointly crystal rectifier to a substantial decrease
in capital sales and credit. Low ability of operating has principally crystal rectifier to
high work pressure for workers and increasing the speed of quitting job at the branch.
Due to distinct limitations, this thesis expects to propose effective solutions to
spice up the standard of current coaching at Shinhan Bank – Tan Binh Branch’s Retail
Banking Department above all and at Shinhan Bank’s system within the whole
country. Firstly, the coaching should set a scientific and organized set up, per the work
set up of the workers. Secondly, the coaching programs got to be supported sensible
necessities of labor tasks. Thirdly, the trainers are needed to own deep skilled
information and plenty of sensible experiences. Finally, when every coaching course,
it's simpler if there's Associate in objective and overall analysis of the standard of

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Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department

deployed coaching course. Therefore, the branch above all and also the whole system
normally will learn from expertise and completely improve the standard of workers
coaching.

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Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department

ACKNOWLEDGEMENTS
I would like to express my appreciation to all people who supported me during
my studies. First, I would like to send my thankfulness and special appreciation to my
supervisor, Dr. Doan Anh Tuan, who has kindly supported, guided, advised, and
motivated me to complete this thesis. Then, I would like to thank my managers, my
colleagues at Shinhan Bank Vietnam who gave me chances for conducting interviews
and spent their valuable times for giving me comments and opinions which helps me
to come up the results of this thesis. In addition, I would like to send my regards to all
of my classmates of MBA 10 for their support, encouragement and giving me strength
in all the time writing this thesis.

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Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department

1. COMPANY INTRODUCTION
1.1. General information about Shinhan Bank – Tan Binh Branch

Shinhan Bank Vietnam Ltd (“Shinhan Bank”) is a subsidiary of Shinhan Bank
Korea, a branch of Shinhan Financial Group (SFG). SFG is a leading limited-company
financial company in Korea, established on the basis of Shinhan Bank, Shinhan
Capital and Shinhan Investment Management. SFG is staffed with more than 27,000
highly skilled employees around the world, offering a wide range of financial products

and services, such as banking, consumer credit, insurance, wealth management,
brokerage and others products. SFG is also listed on both the Korea Stock Exchange
(KRX) and the New York Stock Exchange (NYSE).
In order to expand the headquarter to improve customer service quality better,
from 18th December 2017, Shinhan Bank Vietnam officially merged with ANZ Bank
(Retail Division) and remained operating Tan Binh Branch at location: No.113- 115
Cong Hoa, Ward 12, Tan Binh District, Ho Chi Minh City. The total number of
current employees of the branch consists of 39 employees and has 3 departments.
This branch offers all Vietnam Shinhan Bank products that are diversified and
superior in competitiveness compared to other banks in the same field: savings
deposits, personal loans, loans for SMEs, small families, super-large companies, card
products, etc. The branch not only made great contributions to the development of
Shinhan Bank, but also contributed to the development of the local economy and
actively supported qualified individuals and organizations in the region to establish
families and conduct business.

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Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department

Branch Director

Deputy Branch Director cum
Director of VIP and Retail Banking
Department

Director of Retail
Banking
Department

Director of
Customer Service
Department

Figure 1: Shinhan Bank – Tan Binh Branch’s Organizational Structure
1.2. Shinhan Bank – Tan Binh Branch’s Retail Banking Department
Shinhan Bank - Tan Binh Branch Retail Banking Division is responsible for
initiating and managing relationships with retailers, with a focus on Ho Chi Minh City
and parts of southern Vietnam. The Retail Banking portfolio is responsible for
initiating and managing relationships with individual clients, with a focus on Ho Chi
Minh City and certain segments of the industry.
Retail Banking division is one of the important departments of SHINHAN
BANK - Tan Binh Branch in generating revenue and profit. The department currently
has 15 employees including 1 director and 2 deputy directors, 8 people in charge of
customer development and maintenance, 4 people in charge of document processing.
The main activities of the division are the mobilization of loans from individuals and
the cross-selling of other products to companies. The division's total outstanding as of
December 31, 2020 are $ 21,160 million and total deposits.
Specifically, Mr. Tran Van Binh - Department Director and Ms. Phan Thi Thuy
Duong - Deputy Director of the Department in charge of the Retail Customer
Department at Shinhan Bank - Tan Binh Branch. Ms. Pham Thi Anh Thu is the
Managing Director, who makes the final decisions and directs the overall

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Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department

management. However, during the current difficult operating period, this part has

started to show signs of declining while in operation. Therefore, this thesis will
explore and highlight the causes and effects of this problem at Shinhan Bank - Tan
Binh Branch - Retail Banking Department..
1.3.

Personnel situation in 2 years, 2019, 2020

Regarding the personnel situation of Shinhan Bank Vietnam - Tan Binh
Branch, Female Staff is the majority with 13% in 2019, and 19% in 2020, of which
the number of employees is from the age of 20 -30 accounts for 75% of the total staff
of the branch, accounting for 2/3 of the female employees.
In terms of leadership structure, except for the position of Director, Deputy
Directors, Head of Department, Deputy Head of Department, and leaders of the group
all have female employees, accounting for 50-100% of the proportion of personnel in
positions
Education level: there are 05 people with a master's degree or more, accounting
for about 9% of the total number of personnel at the branch, the proportion of staff
with university degrees with 33 employees equivalent to 57.6%, The branch has a
college graduate who is working in the administrative office. And 2 Korean
employees are working at Standard Customer Relations Department and VIP
Customer
Regarding foreign language proficiency: 39 employees with TOEIC level,
AND 4 personnel with Korean advanced level, accounting for 9% and 78% for
employees with TOEIC
The branch has 70% of the staff with a young age of 20-30, so the ability to
communicate and acumen is quite high, helping each individual's work achieve the
highest efficiency.
In addition, 100% of the staff are fluent in English communication to help their
work become better when interacting with foreign customers.

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Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department

2. SYMPTOMS
2.1. High bad debt ratio
According to John Wiley & Son1, credit risk is the most basic and important
risk that banks can face, since lending is one of the main sources of income for
commercial banks. commercial. In order to evaluate and analyze the quality of loans,
the State Bank has announced Circular No. 02/2013/TT-NHNN dated February 21,
2013 with corresponding amendments. On the basis of circulars of the State Bank,
SHB has classified debts into the following groups: Groups 1 to 5.

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Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department

Table 1: Concepts about group debt of loans
From January to May 2020, the bad debt ratio of the branches reached 0.4%
higher than the requirements of the State Bank for the NLP control of foreign banks of
0.1%. At the end of May 20 to 2020, however, this SHB-TAN Binh suddenly
increased from 0.02% to 0.4% and 0.3% in June 2020. This rate is usually unchanged
or only slightly 0.2% (from July Until August 2020) and only slightly varies quite
high compared to the same common situation.
At the same time, the entire NPL of the SHB - TAN BINH branch was $
40,000, an increase of $ 979 million compared to December 2019. This actually
increases the determination costs of the SHB-TAN BINH branch and the reduction of
profits End of the year.

Unit: %
0.45%
0.40%
0.35%
0.30%
0.25%
0.20%
0.15%
0.10%
0.05%
0.00%
Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Figure 2: The NPL ratio in 2020 of SHB –Tan Binh Branch
(Sources: Internal Report Yearly 2020 – Tan Binh Branch)
All bad debts of SHB-Tan Binh branch are bad debts from the retail banking
department. In January 2020, the retail banking index was 0.02% and remained stable
at this level until May 2020. As of June 2020, the index has risen significantly to
0.3%, and will continue to remain at 0.2% on December 31, 2020.

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Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department

Unit: %
0.45%
0.40%
0.35%
0.30%
0.25%
0.20%
0.15%
0.10%
0.05%
0.00%
Jan

Feb

Mar

Apr

Tan Binh

May

Jun
Go Vap

Jul

Aug

Sep

Oct

Nov

Dec

Bac Sai Gon

Firgure 3: Comparison of NPL ratio of Tan Binh Branch and other branches in HCM
North Communiy

(Sources: Internal Report Yearly 2020 – Tan Binh Branch)

2.2. Low profit
In the last few months of 2020, the total income after deducting SHB-Tan Binh
branch fees is more likely to fall and is lower than the average income in the region.
As shown in Figure 4, pre-tax profit fell from 107,000 US dollars in 2019 to 101,000
US dollars in 2020.
Unit:1000 USD

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Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department

Profit Before Tax
108

107

106
104
102

101

100
98

97

96
94
92
2018

2019

2020

Figure 4: Profit Before Tax 2021 of Shinhan Bank – Tan Binh Branch
(Sources: Internal Report Yearly 2020 – Tan Binh Branch)

Figure 5 illustrates the turnover of the Retail Banking Division, Retail Banking
Division In particular, the turnover of the Retail Banking Division peaked in
November but decreased in December 2020. Contribution ratio It is very low
compared to the contribution rate of the Retail Division of the Banking Faculty in
2019.
Unit:1000 USD
300
250
200
150
100
50
0

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Revenue 200 209.9 212.9 234.1 219 232 230.3 218.9 222.7 226.3 252.8 233.4

Figure 5: Revenue of Shinhan Bank – Tan Binh Branch 2020

(Sources: Internal Report Yearly 2020 – Tan Binh Branch)

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Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department

At the end of year 2020, the Retail Banking Department reached USD 21.745
million, accounting for 95.9% of the outstanding loan of SHB – Tan Binh Branch and
achieved 57% target plan of 2020.
Unit: USD 1000
25,000
20,000
15,000
10,000
5,000
Total Loan

2018

2019

2020

9,290

14,772

21,745

Figure 6: Total outstanding loan of Shinhan Tan Binh Branch 2018, 2019, 2020
(Sources: Internal Report Yearly 2020 – Tan Binh Branch)

In addition, the exceptional performance of the division tends to decrease:
From $ 2,396 million in May 2020 to $ 1,023 million in December 2020. Although the
Retail Banking division reached 57% of the 2020 plan with an increase net of $ 12.3.
however, total credit activity fell sharply by USD 13.6 million due to the number of
individual customer departures.
2.3. High time processing
Processing time is defined as taking too much or too much time. In this article,
high processing times mean that it takes an employee longer to process a particular
request than it takes standard time.
As shown in Table 1, we see that the processing time for a single document is
almost twice that of the headquarters standard. This indicates that the employee has a
problem in the process and is evaluating the documentation and gaps between
departments.

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Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department

Standard time

Personal Loan (Unsecured)

processing
8 hours

Actual completing time

Average 12 months of 202
0
24 hours

Mortgage Loan (Retail)

72 hours

144 hours

Car Loan (Retail and Corp.)

24 hours

72 hours

Corp Loan (Operation Loan, Facility Loa
n)

No

No

17

Table 2: Actual processing time at Shinhan Bank – Tan Binh Branch (Source:
Consolidate by author)
Although the processing time is high but the productivity is low and decrease
as table 2. The number of document is disbursement decrease from 45 in Jan to 32 in
Dec.

Disbursement Loan
Application Each
Month

Jan Feb Mar
Apr May Jun Jul Aug
Sep Oct Nov Dec
45
47
43
34
36
37
38
36
33
33
31
32

Table 3: Disbursement Loan Application Each Month 2020
3. PROBLEM IDENTIFICATION
3.1. Preliminary cause and effect tree
To identify the problems leading to high NPL ratio at SHB Tan Binh branch,
qualitative research methods were used and in-depth interviews with two groups. The
first group consists of 3 people at all levels of management: Ms. Pham Thi Anh Thu General Director, Mr. Tran Van Binh - General Director and Ms. Phan Thi Thuy
Duong - Deputy Director of SHB New Branch. Department from Binh. The second
group consists of employees currently working at SHB branches.

Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department

Symptom

Problem

Uncompleted risk
management
system

Lack of support from
HO

Pressure to
handle bad debt
High bad debt ratio

Poor quality of
application

Unqualified customer

Increase time of
risk management

Lack of experience in
loan appraisal

Approach wrong
customer segment

Effect

Increase
provision
cost

Overload
High time processing
Negative
impact to
customer
Decrease profit

Lack of sale skills
Low sale

Poor training and
development
program

Lack of knowledge of
product

Lack of reviewing
ethics of staff

Increase
pressure
of sale

Cheating on
documents
Decrease
motivatio
n

Diagram 1: Preliminary cause and effect tree (Source: Consolidated by author)
3.2. Potential problems
Using the basic research method, which is the analysis of staff reports, financial
statements, ... of the retail customer department of SHB - Tan Binh branch as well as
in-depth interviews and key people, as well as the application of academic training
from previous studies. , we will guide the authentication, analysis and find out the
main causes of the current situation of SHB department - Tan Binh branch. The bank
is facing several problems:
3.2.1. Poor quality of applications
Application quality is defined as the ability of sales staff to provide standard
documents so that the team's backend can continue without requiring further
clarification or additional documents. In this article, the poor quality of the application
means that the sales did not provide the processing team with a sufficient number of
documents, were unclear, or lacked the information specified in Shinhan Bank's

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Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department

policies and procedures. Therefore, the members of the processing team must spend
time checking, listing the missing points, going back to sales, and giving clear
instructions that sales don't know how to deal with them. Judging from the preliminary

causal tree, poor application quality is a potential problem, which can indirectly cause
employees to work in OT, directly prolong the process, and have a high file error rate.
3.2.2. Poor quality of training courses
Banks are regarded as places to apply modern information technology to satisfy
customer service and a better business environment at the fastest and fastest speed. As
Amoako claims, it hopes to persuade customers to use their needs to provide superior
banking products: speed, availability, competitive cost, etc. Therefore, the employees
of commercial banks must have business skills, high professional skills, market
knowledge, problem-solving skills, negotiation skills...especially the retail banking
department has higher requirements for the quality of employees. Almost all leaders
of economic organizations tend to work with customer relations personnel on a regular
basis. They have extensive experience in high requirements for service quality,
practice and knowledge. Therefore, retail customer relations personnel must not only
be good at professional knowledge, but also must keenly assess the situation to
understand practicality, high work ability and business operations. The employees of
the retail banking department must handle all necessary business affairs in the fastest
and most efficient time. Consulting skills, loan and deposit interest rate negotiations
must be very convincing.
However, according to Mr. Binh and Ms. Duong, there are some limitations to
the quality of SHB training courses. After the employees participated in the training
courses, they were unable to manage customers, their sales skills were weak, and the
level of evaluation was not sufficient. Almost new employees have participated in the
training courses and have yet to receive additional training at the branch. However,
due to limited conditions, the branch training is not yet planned and the employees
train each other. Therefore, whether to increase the efficiency of training old
employees or the pressure of the job, depends largely on the determination of each
new employee and the ability to persuade the "inside teachers" to separate the career
guidance and experience. The capacity of the members of the SHB team is also an

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Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department

issue. Competency is defined as "the comprehensive application of knowledge, skills,
personal qualities and understanding, appropriately and effectively, not only in a
highly concentrated and familiar professional environment, but also when dealing
with new and changing environments ... in situations uncertain. Act and see that initial
failure is the basis for learning to do better. ". According to the author's research, there
is a positive correlation between ability and performance. Low capacity can be
followed by poor performance, due to employees being unable to complete tasks, thus
requiring more time for employees to process their tasks compared to standard time.
Based on the standard processing time that a certain amount allocates, team members
can spend more time completing all tasks and will use OT. This can also make the
process longer.
Low capacity is a possible problem. In this article, ability is defined as the
ability of employees to meet job requirements. Low competence of employees means
they cannot perform or meet the job requirements. Although the process is complex,
there are many sub-processes and cooperation with local authorities, the team
members have less work experience in this field, less than 2 months, less than 6
months of experience and the rest more than 1 year. And they did not participate in the
proper training courses. After each training session, SHB does not have a team to
collect feedback and evaluation of the plan.
Diagram 2: Lack of steps in training process

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Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department

3.3. Problem validation
3.3.1. Problem definition
In terms of organizational performance management, the workload of staff is
considered an important factor affecting their productivity and rotation intentions.
According to Rajan, D3, heavy workload is defined as workload that exceeds the work
assignment standard, and employees have a tendency to feel stressed, as well as their
negative emotions and dissatisfaction, which causes them to stop working jobs. In
order to keep employees in touch with the organization and minimize the workload
imbalance between departments, the company needs to manage or adjust the workload
of employees to reduce the demand for professional and technical skills, and how to
promote the organization of the workload according to the business, Management and
monitoring goals, as described in Dasgupta, PR4. As far as the banking industry is
concerned, as stated by Khan, Aslam and Lodhi, compensation policy is defined as
one of the most important human resource tools used by banks to pay and encourage
employees5. The author also claims that inappropriate policies can create unfair
structures and cannot help banking companies retain and obtain key talent pools for
long-term participation. Sayeeduzzafar6 also emphasized that compensation policies
must be consistent with the business. Strategies, market dynamics, internal
characteristics and complexity within the company to attract, retain, reward and
motivate talented employees to achieve business performance and long-term success.
Vermeulen and Crous7 stated that a training program is a way of imparting and
learning specific knowledge and skills needed to achieve work efficiency. According
to Wiersema and Bantel8, training and development plans have become more
important for any banking company characterized by risk and turnover. In addition,
Aduda and Musyoka9 also stated that the organization's training program still faces
challenges, such as incomplete training courses, insufficient funding, lack of qualified
apprentices, and insufficient use of trainees.

3.2.2 Problem existence and validation

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Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department

Ahmed and Jannat believe that the adverse effects have caused some problems
of lack of job training. For example, high pressure and work intensity are also the
reasons for the imbalance of employees' lives10. They cannot do much work in the
bank or take care of their family and children. As Igalens and Roussel stated,
inappropriate wages and benefits gradually lead to high work pressure, cause
psychological unhappiness at work, reduce motivation to perform assigned tasks, and
significantly reduce job performance11. As a result, these problems appear for a long
time, make the company uncomfortable and cause a high turnover rate. Ahmad and
Afgan admitted12 The proportion of layoffs in high pressure labor organizations has
increased, and there is another problem: commercial banks are spending a lot of
money and trying to solve them.
In addition, Henley13 pointed out that the poor quality of training in companies
has also brought notable consequences, such as increased stress, poor performance in
the workplace and less collaboration between workers. Mr. Khair also said that14
employees have poor job skills and are more anxious about clients, jobs, and their
colleagues. When they don't fully understand the needs of their customers, they put
more pressure on themselves. Based on these problems, the organization must know
and be willing to propose adequate solutions to completely solve the main problem.
According to the results of the interviews with the employees and managers of the
SHB-Tan Binh branch, their opinions are as follows:
3.2.2.1 Managers’s perspectives
Mr. Binh must develop the quality of salutation training because workers do
not have much experience in the departments of 35.71% of departmental employees.
Almost employees have a good knowledge base and a higher education level, but they
are less confident when they start real work and to solve work. This requires practical

experience and a profound undertaking being a practical experience of the nature of
the work attributed. Without this important thing, employees can accurately assess
ideas in their practical situations on the position of the branch and can not understand
the insight and correctly reduce the business risk to properly predict their real
commercial potential. As a result, this will proceed to the growing credit status for bad

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Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department

customers. On the other hand, Ms. Duong, a new employee, is generally recognized
that product sales performance is generally not effective and do not reduce the
performance of the product, due to lack of communication technologies, technologies
Communication and processing processing technology with customers.
In addition, there is a limitation of the departmental employee's management
technology. Therefore, they do not explore specific symptoms of clients such as poor
financial situations, ineffective commercial results. As a result, it increases employees
that employees should be aware of their deep concentrations and should have a lot of
time to spend a lot of time sales. Therefore, the level of pressure increases
considerably.
.
3.2.2.2 Employees’ perspectives
Mr. Hoang, Senior Retail Customer Relations Supervisor, and Mr. Minh, Retail
Customer Sale, said that adding new employees actually increased their workload due
to the loss of tasks assigned by employees. At the same time, they lack enough time to
transfer their knowledge and experience, as well as enough methodical guidance. This
mainly leads to weak and alienated connections between colleagues when they have
no empathy for the high pressure of actual work tasks.
Also, due to the low quality of the curriculum, new people gradually lose

confidence, whose real-world experience will differ from the knowledge base they
have been taught. Therefore, the work efficiency of new employees is adversely
affecting the performance of the entire branch, which is significantly lower.
Ms. Tram – Loan officer also said that most new hires are shy to ask their
mentors and bosses questions when they are busy at work.
That is, according to the results obtained from these detailed interviews, the
quality of talent nurturing is a major issue facing SHB-Tan Binh Branch and the retail
finance sector and thoroughly addressed.
3.4. Main problem
Regarding the field of human resource management, Rahodge and de Vinsky15
said that the quality of work is an essential factor in defining a company's success.

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Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department

Thu said businesses want to increase sales efficiency, and employees need to have
deep knowledge of their work and products to make appropriate recommendations to
customers. Also, the evaluation of retail customers is very complex because it
involves a lot of knowledge from different professions and fields. Employees must
have an insightful knowledge of clients' financial assessments, planning and project
assessments. Skills such as communication skills, customer management skills and
rejection response skills are also more demanded. Not only does this help reduce bad
debt, it also improves sales efficiency. Ms. Duong also said that as the quality of the
current curriculum improves, points can significantly reduce work pressure on
employees and managers, reduce work-related disruptions and enhance collaboration
with employees. I said it was done.
Overall, improving the quality of education for staff and new employees with
no experience in the retail finance sector is of great importance. The result is less work

stress, less bad debt, more efficient sales activities, and stronger collaboration between
employees.

4. CAUSE IDENTIFICATION
4.1. Potential causes
Training is a long process. According to Westover16, it begins when trainees
enroll in training until they have acquired skills, attitudes and knowledge and can
apply them to their daily lives and practices. This requires companies not only to have
effective educational strategies, but also to have post-education strategies to ensure
learners have the opportunity to improve their work and practice their skills. It means
that. Based on proper theory and analysis of the analyzed information, the retail
finance sector's cause-effect map has been updated as follows:

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Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department

Diagram 3: Updated official cause and effect tree (Source: Consolidated by author)
4.1.1. Lack of training objectives
In practice, most employees want to measure the gains they have learned from
the training courses relative to the expected goals achieved after the training courses.
If the goals and standards to be achieved by students are compatible with the abilities
and levels of awareness of the students, these are the elements of the training needs
assessment. It can express the importance of determining clear objectives and how
accurate assessment of training needs affects future job performance of employees (as
described by Caple 17).
Diagram 4: Benefits of effective training targets

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Ineffective training and development process at Shinhan Bank – Tan Binh Branch – Retail Banking Department

4.1.2. Inappropriate training method
According to Pune's method19, a teaching method, generally speaking, is a
method of communication between trainees and instructors of educational content in
order to reach educational goals. This method is very unique and flexible because it
connects different methods in the training program to give the best effect of the
training process or just use one method. Each method has several disadvantages and
advantages. The enterprise selects the optimal training method according to the actual
situation of the job, the training content, and the characteristics of the financial staff of
the business organization.

Diagram 5: Inappropriate training method
4.1.3. No base on employee quality
As discussed in study20, managerial tasks of managers, which include “clear
goal setting, communication with subordinates and stakeholders, human resource
management, engagement management, and resource allocation”, are necessary for
high-performing managers to Required. Teams, especially experienced managers of
resource distribution, will improve their performance. Therefore, proper allocation of
resources may not be possible if managers do not have the knowledge and necessary
skills.

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