Research Topic: Having Selected Make Life Perfect

RESEARCH TOPIC
THE IMPACT OF TRANSFORMATION IN THE WORKPLACE

ON THE EMPLOYEES AND ITS EFFECT
ON VIETINBANK PERFORMANCE
Having selected Make Life Perfect
Student: Thieu Thi Ngoc Hanh
ID: 17BM40210
Assessor: Dr. Willibeth C. Candol
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CONTENTS
TOPIC STATEMENT .................................................................................................................... 3
RESEARCH PROJECT .................................................................................................................. 3
ABSTRACT .................................................................................................................................... 3
I. INTRODUCTION ................................................................................................................. 4
PROBLEM STATEMENT ............................................................................................................. 5
RATIONALE .................................................................................................................................. 5
RESEARCH OBJECTIVE ............................................................................................................. 5
II. BODY...................................................................................................................................... 6
A. LITERATURE REVIEW ................................................................................................. 6
I. Impact of transformation in the workplace on the employees at Vietinbank .......... 6
1. Definition ......................................................................................................................... 6
2. Four dimensions of the workplace transformation ........................................................... 6
3. How to make a successful workplace transformation ...................................................... 7
4. The situation of transformation in the workplace at Vietinbank ...................................... 8
II. Effect of transformation in the workplace on Vietinbank performance .................... 11
1. Key metrics used to measure the success of workplace transformation strategy.......... 11
2. Challenges in the process of implementing transformation in the workplace at
Vietinbank ............................................................................................................................. 12
3. Achievements of transformation in the workplace at Vietinbank .................................. 14
B. METHODOLOGY .............................................................................................................. 15
I. Research design ................................................................................................................ 15
1. Quantitative research ...................................................................................................... 15
2. Qualitative research ........................................................................................................ 15
3. Data collection................................................................................................................ 16
3.1 Primary data ............................................................................................................. 16
3.2 Secondary data ......................................................................................................... 16
II. Questionnaires .................................................................................................................. 18
C. FINDING & DISCUSSION................................................................................................... 22
I. FINDINGS ........................................................................................................................ 22
II. DISCUSSION............................................................................................................ 47
1. Recommendation ............................................................................................................ 47
2. Limitation ........................................................................................................................ 50
CONCLUSION ........................................................................................................................... 51
REFERENCE .............................................................................................................................. 52
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TOPIC STATEMENT
The impact of transformation in the workplace on the employees and its effect on
Vietinbank performance.
RESEARCH PROJECT
What is the Impact of transformation in the workplace on the employees and its effect on
Vietinbank’s performance?
ABSTRACT
The recent COVID-19 pandemic has been extremely complicated and that has increased
the importance of employees adapting to the new way of working and that is working remotely.
The impact of transformation in the workplaces is extremely important, which has a great impact
on the development of Vietinbank. Today, with the development of technology 4.0 has created a
new way of working for everyone that is working remotely. Just need a computer, employees can
monitor and solve tasks quickly at home, and managers or superiors can easily control the
working efficiency of employees even though the employee is not present in the office. To meet
the needs of customers and help Vietinbank achieve its targets, it is necessary for the
management board to have a clear plan and strategy. This report will provide a complete and
detailed overview of the impacts of workplace transformation on employees and its impact on
Vietinbank's performance.
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I. INTRODUCTION
To match the pace of digitization in the banking sector, it is imperative that banks
transform their workplaces to become digitally flexible and agile. The implications for
employees in the banking industry are digitization, automation, and the emergence of Fintech.
In the situation of the global pandemic, the activities of economic sectors - including
banking have had many changes. Work from home has become the choice of most companies
and businesses due to the government's policies on travel restrictions and Covid-19 disease
prevention. The application of technology and the Internet in connection between workforce,
between employees and customers becomes necessary. This is also an inevitable trend in the
future, when employees do not need to be present at the office to work.
VietinBank was established in 1988 after being separated from the State Bank of
Vietnam. After 30 years of operation, VietinBank has always affirmed its leading role and
responsibility in Vietnam's banking industry, effectively supporting the development and growth
of the economy. VietinBank's brand has been affirmed and recognized: 6 consecutive years in
the Top 2000 World's Largest Enterprises according to Forbes' ranking; Brand Finance valued at
$252 million with Brand Strength A+; Top Vietnam Strong Brand 2017; Top 10 in 500 Most
Profitable Enterprises 2017; Credit rating by S&P equal to the national credit rating. Vietinbank
has agency relationships with over 900 banks and financial institutions in more than 90 countries
and territories worldwide. Being a member of Vietnam Banks Association, Asian Bankers
Association, Global Interbank Finance and Telecommunication Association (SWIFT), VISA,
MASTER card issue and payment organization internationally.
VietinBank has always placed top attention on system modernization and maximum
application of technology in management, operation, and business support. As one of the four
largest commercial banks in Vietnam, Vietinbank along with Vietcombank, BIDV and Agribank,
are always been pioneers in technology application, especially digital workplace transformation.
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PROBLEM STATEMENT
The problem in this research paper is the impact of the global pandemic on workplace
transformation at Vietinbank. When making workplace transformation, we need to focus on
space, related to the design of office buildings and spaces; the location of the workforce and the
technologies needed to connect them to perform their work and collaborate; organizational
structure and culture of Vietinbank, which focuses on the accuracy and security of customers'
transactions.
In the face of the current unpredictable epidemic situation, being able to receive notices
of social distancing during a certain period or suddenly temporarily isolated at home also affects
the work of employees. Therefore, any preparation for transformation in the workplace is
necessary to ensure that Vietinbank system is always active 24/7 and to best response for the
working of their workforce and the transaction of customers.
RATIONALE
The objective of this study is to determine the role of transformation in the workplace at
Vietinbank in the situation of the global impact of the Covid-19 pandemic. Research the tools of
employee linking in this organization and how they affect performance at Vietinbank. At the
same time, this research gives advantages and challenges that Vietibank is facing in
implementing on workplace transformation initiatives to change products and services to satisfy
customers' needs and increase competitiveness. In this research, the reporter will use
information, methods, data to conduct analyze and concluded.
RESEARCH OBJECTIVE
The important of the transformation of Vietinbank's workplace.
The role of transformation in the workplace in driving the organization's performance.
The impact of the transformation in the workplace on employees at Vietinbank.
The advantages and disadvantages of transformation in the workplace for Vietinbank's

performance.
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II. BODY
A. LITERATURE REVIEW
The trend of transforming workplaces in organizations is becoming popular in most

companies. Relying upon the strong development of digital technology and the internet,
companies has many tools for employees to work remotely while still bringing satisfaction and
high productivity at work. Remote working also gives the company edges in the competitive
landscape and meets customer expectations.
I. Impact of transformation in the workplace on the employees at Vietinbank

1. Definition
Workplace transformation describes options for change that supports or aligns with a
workplace strategy or objective by redeploying workspaces include different kinds of work,
employees, and technology. It is also an opportunity for moving to new, more dynamic models
of working and business performance (Graham Jervis, 2016).
Digital workplace transformation refers to the use of digital technologies to fundamentally

change an organization’s structure, approach, and day-to-day activities. Put another way, it’s
using digital tools to do things differently — to improve productivity, connectivity, and team
collaboration. (Jennifer Sabin, 2020).
2. Four dimensions of the workplace transformation

 SPACE:
The effect of SPACE on employees can be

considered through their choice of different desks and
work areas. They still have an assigned desk, making them
less flexible about where they work. Others may choose to
work in a particular region or department, while very few
employees have complete flexibility about where they
work. Providing more flexibility will allow companies to
use their space more efficiently while improving employee
productivity by allowing each employee to be in the best
position to perform their roles and responsibilities.
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 PLACE:
PLACE in workplace transformation regards to their physical presence in the office. Most
jobs nowadays require employee work in their office every day. When implement transformation
in the workplace, the company will use with most able to work from home or other place,
making greater use of locations outside the office. The adoption of augmented reality, virtual
reality, and mixed reality can now expand our senses and present new dimensions, experiences,
and information that are not bound by our traditional notions of place of work. Working place
also transformation from working at office to working from home, and use Zoom or other tools
for work.
 TECHNOLOGY:
The use of TECHNOLOGY for transformation in the workplace is shown in the

employee's use of digital devices such as mobile phones, laptops to work from outside the office
or access company data. Technology is also important in fostering interaction and collaboration
among employees. Being able to use email and messaging helps employees communicate more
effectively when working remotely. Meetings within companies or departments can be held
online through video conferencing. Relies on having the necessary technologies and devices
available, working remotely also brings better efficiency than traditional working.
 TALENT:
The TALENT dimension relates to company guidance in workplace transformation in

building flexible working. On the other hand, the manager's role in building a flexible working
model also contributes to making the company more efficient after the transformation.
3. How to make a successful workplace transformation
When implementing workplace transformation, organizations need to consider and

prioritize impact across three dimensions - digital, physical, and cultural. While digital tools and
technologies make it easier to access relevant information and improve communication and
collaboration, the physical and cultural aspects also play an important role in successful
workplace transformation in organization. The modern workplace needs to enable human
potential and augment it with supporting technologies to help employees freely share ideas, learn
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new skills, and explore emerging concepts. This allows them to go beyond pre-defined key
responsibility areas, think ingeniously and deliver better business results.
Effective workplace transformation creates an environment where employees can

contribute their best towards achieving a common objective. In environments organization where
they work, not just as individuals but as a purposeful network of teams. To make a successful
workplace transformation, organizations must constantly monitor the impact of transformation
initiatives and accordingly optimize their strategy.
4. The situation of transformation in the workplace at Vietinbank

 SPACE DIMENSION
Today, bank staff's activities are not only perform at the bank office, but have expanded to
other spaces such as: at home, in public places...
With a
young, innovating
and motivating
staff, Vietinbank
not only actively
participates in the
process of bank
digitization but
also contributes to
the
communication
and dissemination
of modern
products and services to customers. At many branches of VietinBank, roadshows have been
organized in streets, markets, residential areas... as well as product and service consulting
festivals. Through this, customers can access and experience outstanding utilities and smart
financial solutions to best serve their lives. In the context that the COVID-19 epidemic is having
complicated developments, causing many disturbances in daily life, using VietinBank iPay is one
of the necessary things to improve vigilance and efforts to prevent against disease.
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 PLACE DIMENSION
VietinBank is actively investing in new technologies such as cloud data technology,

technology infrastructure planning... to ensure the highest data storage and processing capacity,
meeting the digitization speed of VietinBank.
Currently, the investment in cloud data technology is in the early stages, testing with each
data partition to ensure the best benefits when deploying. The fact that data is stored based on
cloud technology also makes accessing data from outside the fastest and most secure way,
ensuring the remote working needs of Vietinbank's employees, especially during the Covid-19
pandemic.
The Covid-19 pandemic has impacted and created momentum for the change of business
and management forms from manual to online form applying 4.0 technology. Specifically, the
emergence of the trend of working remotely, managing employees' working time with Face ID
time attendance software to replace fingerprint timekeepers... Because of that software, the
situation is up to peak hours from 7:50 am to 8:00 am, the staff queuing for timekeeping in front
of the door, losing the beautiful image of the business has been removed. Employees of
Vietibank can completely log in by phone and confirm their working time into Vietibank's
timekeeping system right from home.
 TECHNOLOGY DIMENSION
-For the improvement of products and services for customers:
In December 2019,VietinBank introduced a completely new version of iPay Mobile, which

is considered VietinBank's digital bank. Not only providing banking services, VietinBank also
provides non-banking services on iPay Mobile App, step by step towards providing all areas of
customers' daily life such as online shopping, guest room booking, hotel booking, train ticket
booking... Soft OTP authentication solution on VietinBank iPay Mobile is considered as a solid
security solution to help customers perform authentication quickly, ensuring absolute safety
compared to traditional forms of authentication. Considered as friendly and convenient with
many incentives and promotions, VietinBank iPay Mobile has attracted a lot of attention and use
from customers.
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In early 2020, biometric
identification technology also
be deployed at VietinBank's
branches.
Biometric identification
through face and fingerprint
will help increase customer
experience when coming to the
counter. Customers who come
to the counter will be
automatically identified and
serviced, even customers can
perform transactions by themselves using peripheral devices directly connected to the banking
system. Or smart kiosks will be located in commercial centers, shopping malls (where there is no
bank employees) to serve the financial needs of customers such as payment, withdrawal, account
opening… faster and more convenient.
-For operational activities of employees at bank branches:
VietinBank is piloting automation technology - Robotic process automation (RPA). Robots

are designed to automate, optimize, search for information, process data, communicate with
systems, and perform operations accurately, quickly, efficiently and consistently. The entire
process from trade finance, lending, cash transactions, human resource management, fraud
detection... high-volume, manual intensive tasks, potential risks and operational errors are
reviewed and RPA will be gradually applied. In particular, the robot can take care of the job
24/7, helping the bank save time and resources, reduce costs, increase employee satisfaction and
free employees from manual tasks, focusing on deal with high-value content tasks. On the other
hand, robots are more compliant and perform business processes more accurately, reducing and
limiting operational risks, improving labor productivity and operational efficiency in the bank.
 TALENT DIMENSION:
Vietinbank always take the lead in updating information and be flexible in work
deployment, especially in the face of the extremely complicated situation of the Covid-19
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epidemic nationwide to implement remote working policies. To eguarantees the effective
operation of the banking system in the wake of the recent complex pandemic, Vietinbank
cooperated with HDR Academy to organized a live-learning training course on remote
management skills for heads managers and deputy managers at all branches nationwide.
The program under the

guidance of experts from HDR
Academy has been implemented
according to 3 main contents:
-Managerial thinking in the

context of the new normal live.
- Developing remote work

management skills.
- Developing remote human

resource management skills.
The representative of VietinBank leadership affirmed: The bank is constantly innovating to

reform to the trend of the current era, applying achievements of 4.0 technological revolution in
the fields of operation. VietinBank will also proactively and regularly implement drastic reform
measures in work processes and procedures, especially the wide application of information
technology in business, operations, administration, administration and bank control.
II. Effect of transformation in the workplace on Vietinbank performance

1. Key metrics used to measure the success of workplace transformation strategy
To measure the effect of workplace transformation on company performance, we look at
metrics including: employee engagement, cost reduction, operational efficiency, and revenue per
employee, tool adoption rates, space utilization, and revenue per square foot.
When a company implements effective workplace transformation, it improves employee

satisfaction in the workplace and boosts their productivity. Factors that reflect employee
satisfaction at work can be considered such as: enhance employee experience, improved
collaboration, improved productivity, reduction in total cost of ownership, increased
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transparency in workfows effiective information management across the enterprise, increased
flexibility for employees.
2. Challenges in the process of implementing transformation in the workplace at

Vietinbank
 Challenges for employees in arranging time and work during transformation
in the workplace
Choosing the right training course in terms of topic, level and time, cost is not easy. With
the particularity at Vietibank is that when training transformation in the workplace, many
departments have a large number of staff participating in projects or supporting system
implementation, so the training must be carried out in parallel with ensuring the work progress.
Vietinbank's staff participating in transformation in the workplace takes advantage of the work
before going to class. Every morning, Vietinbank’s employees have to come earlier than usual, at
noon and at the end of the afternoon, they return to the office to handle urgent work.
But sometimes, there are training courses that cannot be carried out online, but must send
staff to study far away and for a long time. Every time they are sent to study abroad, the staff
must keep an Internet connection so they can access email anytime, anywhere, so that they can
handle their work at the bank branch.
 Cultural challenges
To meet the needs of transformation in the workplace, some young staff with good
professional qualifications, fluent in English, had to fly to Bangalore (India) to study and
participate directly in the development process new Core banking system for almost 1 year.
Cultural differences and difficulties in daily life created many challenges for the participating
officials.
 Difficulty in capacity level of staff

The transformation of the workplace, especially the application of 4.0 technologies in
work, requires employees to be tech-savvy. However, a part of staff at Vietinbank are elderly
people who are not used to high-tech devices. They are used to the traditional way of working
face-to-face with customers, and some employees have resistance to transitioning from a bank
counter to working online.
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 Lack of direct interaction
Both managers and employees at Vietinbank, when they first started implementing
transformation in the workplace, having a hard time with the lack of face-to-face interaction.
Communications in the workplace have an important role at work, especially for longtime
employees. It not only helps individuals to exchange and handle problems quickly and
accurately. On the other hand, communicating with colleagues also relieves stress and pressure
that work brings. Regarding the application of remote working technology in the long run, it may
lead to disconnection and lack of cohesion between colleagues.
 Does not guarantee employee performance

The application of remote working technology is still a big obstacle for Vietinbank in the
early stages of transformation in the workplace, when it is difficult for them to manage their
personnel optimally. Managers in the bank branch can only receive reports remotely via text
message, by mail, etc. Online meetings are difficult to track and it is difficult to determine the
initiative of every individual. If the managers do not closely monitor employees' daily work, the
work is easy to be delayed or the work performance is inefficient.
 Employees easily lose focus

Due to the impact of the epidemic, Vietinbank's employees in some affected branches have
to work remotely. However, employees with poor concentration ability are easily distracted by
the temptations of the home working environment. Even if they have arranged their time
scientifically and have their own space to stay productive during work hours, there are too many
things around dominated by personal belongings or reminders of housework that are difficult to
focus.
 Safety and security risks for customers and Vietinbank

Online payment and transaction activities are very convenient for customers when they can
be done 24/7 and at home, but there are risks in terms of safety, network security, payment
safety, operational safety system-wide action. Some customers who do not have enough security
knowledge will be vulnerable to fraudsters to steal their information, leading to lose money in
their accounts. The bank's system is also at risk of being penetrated from the outside if without
solid and effective security methods.
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3. Achievements of transformation in the workplace at Vietinbank
Because of transformation activities in the workplace in recent years at Vietinbank, with
just a smartphone, customers can take a photo of their identity document, scan their face to open
an account, top up their account and can make payments. All financial activities such as
shopping, everything around life, even withdrawing cash if needed. Thus, customers may not
need to go to the bank counter anymore.
Besides, for customers who have the habit and need to go to the transaction counter,
VietinBank is implementing an automatic queuing kiosk system. When a customer enters, the
camera at the kiosk will identify the customer then group customers, record their preliminary
need, issue a service order number and transfer that information into the system of the trader.
Thus, before customers sit at the counter, tellers already know their information and needs.
From there, customer communication will be more convenient, customers will be served faster
while the labor productivity of tellers will also increase.
Second, Vietinbank invests in robotic technology to automate processes. The jobs that
employees are doing over and over will be automatically replaced by robots. As a result,
employee productivity is greatly increased because the application of automation technology.
In addition, due to the impact of the Covid-19 epidemic, Vietibank has deployed a chatbot
application for employees when working remotely. Currently, VietinBank is deploying 4 internal
chatbots with more than 200,000 interactions to serve officials and employees in understanding
policies, products and services or performing internal administrative procedures. Through
chatbots, VietinBank has significantly reduced the time to support employees and increased
interaction between employees even when they are not directly working together.
Third, Vietinbank cooperates with ecosystems such as Grab, MoMo, Tiki, Lazada,
Viettel... to increase customer experience. VietinBank's point of view is that towards open
Banking, customers do not need to go directly to transactions with employees at the bank counter
to use Vietinbank's products and services. This will help customers experience the service more
easily, without being limited on VietinBank's channel or application.
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Fourthly, the implementation of transformation in the workplace also help Vietinbank has
solved the problems of labor productivity analysis, greatly improving the branch closing hours;
cost analysis problems for a specific product or service has helped to reduce the unnecessary
costs for that product; customer behavior analysis. All that benefit help provide more optimal
product solutions for both customers and Vietinbank.
Finally, the use of new technologies such as cloud data technology, technology
infrastructure planning... it has contributed to ensuring the highest data storage and processing
capacity, meeting speed digitization of VietinBank. However, for a large-scale bank like
VietinBank, to be able to carry out digital transformation, it requires a solid technology
foundation. Therefore, right from 2012, Vietinbank has invested in transforming the core
banking system - thereby contributing to creating a solid foundation for future transformation in
the workplace. As a result, Core banking together with the warehouse corporate data have helped
VietinBank have a complete information technology framework, from which it can expand
connectivity via internet and LAN, modernize distribution channels.
B. METHODOLOGY
I. Research design
Below are two tools that reporters will use to conduct a survey on the impact of
transformation in the workplace on employees and Vietinbank's effective including both
quantitative and qualitative research.
1. Quantitative research
Quantitative research involves the process of objectively collecting and analyzing
numerical data to describe, predict, or control variables of interest. The goals of quantitative
research are to test causal relationships between variables, make predictions, and generalize
results to wider populations (Denzin and Lincoln, 1994).
Quantitative research collects information from existing and potential customers using
sampling methods and sending out online surveys, online polls, questionnaires, etc. Some
examples of quantitative data are gender, age, income, hobbies and this tool is used to answer the
questions related to what, when, why, who, how…
2. Qualitative research
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Qualitative research is multi method in focus, involving an interpretive, naturalistic
approach to its subject matter. This means that qualitative researchers study things in their
natural settings, attempting to make sense of, or interpret, phenomena in terms of the meanings
people bring to them (Denzin and Lincoln, 1994).
 For this study, the reporter will choose both research methods:
This study is aimed at people who are employees at Vietinbank through questions about
gender, age, qualifications, income and working time.
Survey area: 30 employees of Vietinbank Thu Duc branch, Ho Chi Minh city.
Gender: Male and female
Qualitative research
The reporter uses qualitative methods to know more about the attitudes, feelings and
thoughts of employees at Vietinbank towards the bank's transformation in the workplace.
3. Data collection
3.1 Primary data
Primary data is a type of data that is collected by researchers directly from main sources
through interviews, surveys, experiments, etc. The reporter will use the definitions about
knowing transformation in the workplace. Then, the reporter will conduct analyze in case at
Vietinbank.
3.2 Secondary data

The reporter will conduct a survey about the impact of transformation in the workplace on
the employees and its effect on Vietinbank performance. Then, the reporter will prepare a
questionnaire that has 20 questions related to issues and will conduct a survey about 30
employees of Vietinbank Thu Duc branch, Ho Chi Minh city. The reporter will conduct a
summary of the information collected and report the results, relying on customer feedback to
come up with methods and solutions to solve problems that help transformation activities in the
workplace bring better efficiency to Vietinbank.
 The writer will use primary and secondary data for the research to support each
other. Primary data through direct survey questions, customer will fill out the
questionnaires and use secondary data to research and analyze.
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TIME SCHEDULE
Week 1 → Week 2
• Research on the topic
• Select research topic
Week 3 → Week 4
• Introduction the selected topic
• Describe the purpose why choose the topic
• Background on topic
Week 5 → Week 7
• Make a research question
• Research and write Literature review
Week 8 → week 10
• Data collection
• Analyze collected data
Week 11 → week 12
• Discuss researched topic
Week 13 → week 15
• Conclusion
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II. Questionnaires
TOPIC: THE IMPACT OF TRANSFORMATION IN THE WORKPLACE ON THE

EMPLOYEES AND ITS EFFECT ON VIETINBANK PERFORMANCE.
Hello everyone!
I am Thieu Thi Ngoc Hanh, student of Business Administration, University of

Sunderland. Now, I am doing research on the impact of transformation in the workplace on the
employees and its effect on Vietinbank performance. Everyone's objective answers will be
valuable contributions to my research. I assure you that all personal information will be kept
completely confidential and used only for this research purpose. Thank you very much for your
cooperation.
Please fill in the blank, tick in the box (

Disagree, Neutral, Agree, Strongly agree) for each question to complete this survey.
1. What is your gender?
Female
2. What's your age?
5 years old From 25 to 30 years old
1 to 40 years old Over 40 years old
3. What is your qualification?
College University
Postgraduate education Other
4. The department you are working for is:
Credit Department
HR Department
5. Your current position is:
Team Leader
Manager of Department Director
6. Your monthly income:
18
more/month
7. Your seniority at Vietinbank:
From 6 to 10 years More than 10 years
8. How many people are there in your department?
10 people 10 to 20 people
From 21 to 30 people More than 30 people
9. Customers that you think Vietinbank is targeting:
Individual customers Small and medium enterprises customers
enterprises customers Financial institutions
10. Products and services that Vietinbank is providing that you think need more innovation and
development:
services and services
11. Transaction channels for customers at Vietinbank that you have used:
12. How flexible are your working hours and desk at your bank's branch?
.......................................................................................................................................................................
13. Your regular place of work during this time is:
14. Your direct working hours at your bank are:
/day
19
/day
15. The device you use to work the most:
with intranet connection Laptop
16. Which collaboration tools that you think best help for your remote working at Vietinbank?
.......................................................................................................................................................................
17. Is the department where you work doing transformation in the workplace?
18. Transformation activities in the workplace at your bank branch currently:
.......................................................................................................................................................................
19. What work did your manager do for transformation in the workplace?
Managers not involved in remote working.
of monitoring
programs in a very effective way.
20. How are you evaluating about the current environment work at your bank branch:
Strongly Disagree Neutral Agree Strongly

Working environment factors disagree agree
Working equipments are good and

modern
The office is clean, cool and
comfortable
Leaders and colleagues have good
support and help at work
Colleagues are friendly and
sociable
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Working environment is
professional
21. The advantages that transformation in the workplace at Vietinbank brings:

The advantages disagree agree
Enhance ability to leverage the latest

technologies for the development of new
products for Vietinbank.
Support employees' ability to work
remotely more effectively through use of
modern technologies
Reduce the cost of working directly at
the bank
Create flexible working space and time
for employees
By supporting tools, managers better take
the progress and work efficiency of
employees
Digital technologies help increase
employee’s creativity and interaction
22. The effects that transformation in the workplace at Vietinbank bring:

The effects
disagree agree
Manage human resources and time
tracking more efficiently
Create comfort and flexibility when
working for employees
Improve employee productivity
Increased transparency in workflow
Effective information management
across the core bank
Bringing in new technologies
to replace legacy systems
THANK YOU FOR YOUR COOPERATION!
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C. FINDING & DISCUSSION
I. Findings
Currently, Vietinbank is 1 of 4 major banks with more than 22,000 employees and a branch
network covering all of Vietnam. As a pioneer bank in investment, innovation and application of
information technology, many projects recently implemented by VietinBank to developed
transformation in the workplace have brought positive effects to operations business action.
Seeing the role and effectiveness of transformation in the workplace, Vietinbank has gradually
modernized its technology infrastructure in recent years, such as developing a core banking
system to help improve the governance capacity of the whole system; virtualization technologies
for server infrastructure, cloud computing or big data... From there, VietinBank will provide
faster banking services, use resources more efficiently, and improve safety security of the
system; and at the same time brings customers good products and services and great experiences
with low cost and better quality.
To find out how transformation in the workplace is being implemented at Vietinbank and
its impacts on the bank's effectiveness, I conducted a survey with 30 employees working at
Vietinbank Thu Duc branch, Ho Chi Minh City. The survey results are summarized as following:
Question 1. What is your gender?
Gender Frequency Percentage

Male 12 40%
Female 18 60%
Total 30 100%
The number of employees at Vietinbank

participating in the survey is 40% male and 60%
female.
40% Male
The percentage of female employees higher than
Female male employees because almost teller in bank is
60%
female, due to the job requirements that need to be
meticulous, gentle and attentive to customers.
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Question 2. What's your age?
Age Frequency Percentage

Under 25 years old 6 20.0%
From 25 to 30 years old 8 26.7%
From 31 to 40 years old 11 36.7%
Over 40 years old 5 16.7%
Total 30 100%
16.7% 20.0% Under 25 years old
From 25 to 30 years old
From 31 to 40 years old

26.7% Over 40 years old
36.7%
Employees at Vietinbank have a relatively young age, with 46.7% are from 30 years old
and below. The employees from 31 to 40 years old with the rate of 36.7%. Employees over 40
years old account for only 16.7%, these are veteran employees or manager.
Question 3. What is your qualification?
Qualifications Frequency Percentage

College 1 3.3%
University 21 70.0%
Postgraduate education 6 20.0%
Other 2 6.7%
Total 30 100%
23
3.3%
6.7%
20.0% College
University
Postgraduate education
70.0%
Other
This is very suitable when implementing transformation in the workplace on Vietinbank, because
the staff is mainly young, easy to absorb and use modern technologies for work, especially in the
current time Covid-19 epidemic outbreak requires work from home more than before.
The number of employees with college degrees or less is only 10%, mainly cashiers, while most
of Vietinbank’s employees have university degrees with 70%, because the job requirements in all
departments at the bank require high qualifications. In addition, 20% of employees have
postgraduate education degrees, with mainly managers. From the survey, we can see that the
qualifications of employees at Vietibank are quite high and can response the requirements of
transformation in the workplace at the bank branch.
Question 4. The department you are working for is:
Deparment Frequency Percentage

Accounting Department 15 50.0%
Credit Department 9 30.0%
Service Department 3 10.0%
HR Department 3 10.0%
Total 30 100%
24
10.0%
Accounting Department
10.0%
Credit Department
50.0%
Service Department
30.0% HR Department
Through the survey, we found that the staff at the Accounting department and Credit department
accounted for the largest proportion, respectively is 50% and 30%.
Because these are the main departments of the bank, performing most of the operations that bring
profits to the bank. Service department and HR department employees have a low percentage is
only 10%, because these are departments with support roles and do not have much contact with
customers at the branch.
Therefore, when implementing transformation in the workplace on Vietinbank needs to focus on

technologies and solutions that meet the work requirements for the Accounting department and
Credit department to ensure smooth and efficient bank operations.
Question 5. Your current position is:
Position Frequency Percentage

Employee 23 76.7%
Team Leader 2 6.7%
Manager of Department 4 13.3%
Director 1 3.3%
Total 30 100%
25
3.3%
13.3% Employee
6.7% Team Leader
Manager of Department
Director
76.7%
The number of employees in Vietinbank has the majority with 76.7%, managers from team
leaders and above only account for 23.3%.
Therefore, when implementing transformation in the workplace, it is necessary to focus on

building supportive policies and technologies for employees at work.
Question 6. Your monthly income:
Income Frequency Percentage

Under 10 million VND/month 7 23.3%
From 10 to under 20 million VND/month 18 60.0%
From 20 to under 30 million VND/month 4 13.3%
From 30 million VND or more/month 1 3.4%
Total 30 100%
18 (60%)
7 (23.3%)
4 (13.3%)
1(3.4%)
Under 10 million From 10 to under 20 From 20 to under 30 From 30 million VND

VND/month million VND/month million VND/month or more/month
26
According to the survey results, it can be seen that employees at Vietinbank have a high
salary compared to the common, with salaries popular is from 10 million VND to less than 20
million, 18/30 people - accounting for 60%. Employees with salary less than 10 million VND are
employees in the position including cashier, newly recruited employees, is 7/30 people - with a
rate of 23.3%. The rest are managers with a salary of 20 million VND or more, 5/30 people -
accounting for 16.7%.
This is a reasonable income for the positions that employees are taking, ensuring
employees have a spirit to effort at work, especially in face with the difficulties in transformation
activities at the workplace.
Question 7. Your seniority at Vietinbank:
Seniority Frequency Percentage

Less than 1 year 4 13.3%
From 1 to 5 years 11 36.7%
From 6 to 10 years 8 26.7%
More than 10 years 7 23.3%
Total 30 100%
13.3%
23.3% Less than 1 year
From 1 to 5 years
From 6 to 10 years
36.7%
26.7% More than 10 years
Only 13.3% of employees are new recruited at the branch within 1 year, the rest are employees
who have worked for 1 year or more. Notably, the staff with seniority at Vietinbank from 6 years
or more is 50%, showing the loyalty of employees at the bank branch.
Due to their long working time, Vietinbank’s employees have a lot of experience in working in
the workplace. However, when making a workplace transition, some long-time employees will
27
find it difficult because they are used to the traditional way of working. Therefore, managers
need to have appropriate ways of managing and assigning work to these employees for ensuring
work efficiency.
Question 8. How many people are there in your department?
Number of workers Frequency Percentage

Less than 10 people 15 50.0%
From 10 to 20 people 15 50.0%
From 21 to 30 people 0 0.0%
More than 30 people 0 0.0%
Total 30 100%
Due to the size of the branch, the departments at 15 15
Vietinbank Thu Duc have a few employees, with

Accounting and Treasury Department has the
largest number of employees is 15 people,
accounting for 50%.
The remaining departments have fewer than 10

employees. This facilitates managers in assigning
Less than 10 people From 10 to 20 people
work and managing employee performance when
they work from home.
Question 9. Customers that you think Vietinbank is targeting:
Customer Type Frequency Percentage

Individual customers 15 50.0%
Small and medium enterprises customers 12 40.0%
Large enterprises customers 3 10.0%
Financial institutions 0 0.0%
Total 30 100%
28
10.0%
Individual customers
Small and medium enterprises customers

50.0%
Large enterprises customers
40.0%
Based on the survey results, the majority of staff at Vietinbank said that the branch's main
customers are individual customers, accounting for 50%. The rest believe that Vietinbank’s
target customers are corporate customers, with 40% is small and medium enterprises customers,
10% is large enterprises customers.
With the main target customers being individual customers, transformation in the workplace at
Vietinbank needs to increase the use of artificial intelligence (AI) to analyze different types of
data and gain detailed information about behavior and ownership customers' preferences. From
there, it is possible to improve the bank's services and products. At the same time, the bank can
make recommendations for financial products suitable for each customer, thereby serving them
in the best way.
Question 10. Products and services that Vietinbank is providing that you think need more
innovation and development:
Products and services Frequency Percentage

Deposit products 2 6.7%
Loan products 2 6.7%
Electronic banking services 13 43.3%
Card and payment services 8 26.7%
Remittance services 3 10.0%
Other products and services 2 6.7%
Total 30 100%
29
With the advantage of a wide network and strong support core-banking system, Vietibank
currently provides a wide range of products to meet the needs of customers such as deposit
products, loans, card products, overseas payment and many other products and services...
Especially, VietinBank eFAST application of Vietinbank for businesses with 81 features fully
response the needs of the business customer, bringing VietinBank eFAST from a digital bank
become a digital assistant of the business. In particular, VietinBank eFAST product is also the
only banking service that has been honored to participate in the Top 10 Sao Khue Awards in
2022.
30
Other products and services 2 (6.7%)
Remittance services 3 (10%)
Card and payment services 8 (26.7%)
Electronic banking services 13 (43.3%)
Loan products 2 (6.7%)
Deposit products 2 (6.7%)
Up to 43.3% of employees said that Vietinbank's electronic banking services need more
innovation and development; followed by card and payment services with rate of 26.7%. The
remaining products and services of the bank account for 30%. Therefore, when implementing
workplace transformation, Vietinbank needs to focus on developing a core-banking system with
modern storage and processing technologies such as cloud data, artificial intelligence... in order
to develop electronic banking services, card and payment services for customers. Especially, it
integrates many utilities on banking applications such as bill payment, online shopping,
securities, insurance..., thereby helping to provide more optimal product solutions for customers
and reduce the workload for the bank staff.
Question 11. Transaction channels for customers at Vietinbank that you have used:
Transaction channels Frequency Percentage

At the bank's counter 15 50.0%
Through mobile transaction points 4 13.3%
Via mobile app 10 33.3%
Via bank website 1 3.4%
Total 30 100%
31
15 (50%)
10 (33.3%)
4 (13.3%)
1 (3.4%)
At the bank's counter Through mobile Via mobile app Via bank website
transaction points
50% of survey respondents use Vietinbank's products and services at the counter, followed by
using the banks via mobile app with the rate of 33.3%. Distribution channels such as mobile
transaction points and websites account for only 16.7%. Therefore, the workplace transformation
at Vietinbank needs to develop more technology to help customers use products and services
through online means instead of mainly going to the bank branch as today. More robots can be
built to serve customers before entering a transaction, with the task of identifying customers and
then grouping customers, recording their preliminary needs, issuing service codes and
transferring that information into the trader's system. Thereby helping tellers understand the
information and needs of customers as soon as they step into the counter. From there,
communication with customers will be more convenient, customers will be served faster, and the
labor productivity of tellers will also increase.
Question 13. Your regular place of work during this time is:
Place of work Frequency Percentage

At the desk at the bank office 15 50.0%
At home 8 26.7%
At other locations outside the bank 7 23.3%
Total 30 100%
32
15 (50%)
8 (26.7%)
7 (23.3%)
At the desk at the bank office At home At other locations outside the
bank
Up to 50% of employees still work directly at the bank's headquarters, mainly employees of the
accounting and treasury department due to the nature of the job that requires direct contact with
customers. Next up to 26.7% of employees are currently working remotely, to ensure the
government's covid -19 prevention requirements. The remaining 23.3% are mainly credit
department staffs who still need to go to locations other than the bank branch to grasp the
situation of collateral, the current operating status of the business...
Question 14. Your direct working hours at your bank are:
Working hours Frequency Percentage

Working remotely, not at the bank's headquarters 8 26.7%
Under 8 hours/day 2 6.7%
From 8 to 12 o'clock/day 17 56.7%
Over 12 o'clock/day 3 10.0%
Total 30 100%
10.0% Working remotely, not at the bank's headquarters

26.7%
Under 8 hours/day
6.7% From 8 to 12 o'clock/day
56.7%
Over 12 o'clock/day
33
Most employees at Vietinbank said that the working time at the bank ranges from 8 to 12
hours/day, accounting for 56.7%. From there, it shows that it is necessary to perform
transformation in the workplace to reduce the workload for employees by using robots to
optimize information search, data processing, and communication with customers. From there, it
helps to release employees from manual work and focus on solving high-value content tasks to
improve labor productivity.
Question 15. The device you use to work the most:
Device Frequency Percentage

Desktop PC in office with intranet connection 20 66.6%
Laptop 2 6.7%
Mobile phones 6 20.0%
Other digital devices 2 6.7%
Total 30 100%
20 (66.6%)
6 (20%)
2 (6.7%) 2 (6.7%)
Desktop PC in office Laptop Mobile phones Other digital devices

with intranet connection
To ensure information security, most employees of Vietinbank still use a desktop PC with an
intranet connection at work, with 66.6%.
However, due to the impact of the Covid-19 epidemic and the requirement of transformation in
the workplace at Vietinbank , 33.4% of employees have gradually used personal devices to serve
their work through new technologies such as cloud data technology, technology infrastructure
planning allows employees to access and process data remotely.
34
Question 17. Is the department where you work doing transformation in the workplace?
Implementation of transformation in the workplace Frequency Percentage

In progress 18 60.0%
Preparing to do 12 40.0%
Not doing 0 0.0%
Total 30 100%
18 (60%)
The survey results show that 40% of
employees say they are in the process of
preparing for transformation in the 12 (40%)
workplace, mainly employees of the

accounting department, which is still
conducting direct transactions with
customers. The reason is that most of
Vietinbank’s customers still needs for cash
transactions such as withdrawing or
depositing money into their account, In progress Preparing to do
withdrawing savings interest, depositing by cash... To ensure that need, staffs is still working at
the head office, and at the same time implementing the "3-on-the-spot" business plan, feeding,
sleeping and resting at the bank's headquarters.
60% of employees of other departments and leaders of departments are currently working
remotely through core banking, artificial intelligence and cloud computing. Specifically, bank
staff can support customers remotely through pioneering technologies such as electronic
customer identification (eKYC), opening online accounts; digitize the communication system
and support information for customers; collect and analyze big data; virtual call center
assistant,... Department managers still can assign work to their employees and control their
working process through an internal communication system connected to the internet.
35
Question 19. What work did your manager do for transformation in the workplace?
Manager's job Frequency Percentage

Managers not involved in remote working. 1 3.3%
Manager instructs employees on flexible remote working. 3 10.0%
A manager who participates in remote working and is a role model

19 63.3%
for employees.
The manager assigns and manages the work of employees through

7 23.4%
the system of monitoring programs in a very effective way.
Total 30 100%
The manager assigns and manages the work of

employees through the system of monitoring 7 (23.4%)
programs in a very effective way.
19 (63.3%)
A manager who participates in remote working
and is a role model for employees.
Manager instructs employees on flexible remote

3 (10%)
working.
Managers not involved in remote working. 1 (3.3%)
Most of the respondents think that their managers are involved in transformation in the
workplace, and only 3.3% disagree. Among the levels of manager involvement, 63.3% said that
their managers have implemented remote work through the use of electronic means and
networked systems. 23.4% of employees said that their managers proficiently use systems of
monitoring programs to effectively manage employees' work. However, only 10% of employees
said they were guided by their manager during transformation in their workplace. From there, we
can see that the transformation in the workplace at Vietinbank is being carried out quite
effectively, through a number of applications such as: using robots to automatically time
attendance, assist in handling complaints, and browse commands automatically...
36
However, to better implement the workplace transformation in internal operations, managers at
Vietinbank need to pay more attention to the process of operating and guiding employees to
ensure good interaction between managers and employees in their department together, in order
to achieve the best work efficiency.
Question 20. How are you evaluating about the current environment work at your bank
branch?
Environment work factors have a lot of impact on the implementation of transformation in the
workplace, as well as its effectiveness. Results of the survey on environment work at Vietinbank
Thu Duc are shown in the chart below:
Environment work factors have a lot of impact on the implementation of transformation in the
workplace, as well as its effectiveness. Results of the survey on environment work at Vietinbank
Thu Duc are shown in the chart below:
20
15
14
10 10 10
8
7 7
6 6
5 5 5 5
3 3 3
2 2 2
1 1
0 0
Working The office is clean, Leaders and Colleagues are Working

equipments are cool and colleagues have friendly and environment is
good and modern comfortable good support and sociable professional
help at work
Strongly disagree Disagree Neutral Agree Strongly agree
37
 Working equipment’s are good and modern
Frequency Percentage
Up to 67.7% of employees agree that their
Strongly disagree 0 0.0%
working equipment are good and modern
Disagree 2 6.7% because they always work on electronic

devices such as PCs, laptops, mobile phones,
Neutral 5 16.6% ATMs and automatic order number machines...
Only 6.7% think that the technology currently
Agree 15 50.0%
used at Vietinbank is still a bit outdated
Strongly agree 8 26.7% compared to other commercial banks.
Total 30 100%
 The office is clean, cool and comfortable
There are 76.7% of people think that their office
is clean, cool, and comfortable for them to
Disagree 3 10.0% work; while only 13.3% disagree.
Neutral 3 10.0%
Agree 20 66.7%
Strongly agree 3 10.0%
Total 30 100%
38
 Leaders and colleagues have good support and help at work
Frequency Percentage Only 53.3% of people said they were

supported by leaders and colleagues in their
Strongly disagree 2 6.7% work, especially during the covid-19
epidemic, many employees have to work
Disagree 5 16.7%
remotely, information exchange and
Neutral 7 23.3% cooperation between departments are
extremely necessary. But up to 23.4% of
Agree 10 33.3%
people when asked that they have to complete
Strongly agree 6 20.0% the work on their own, with little support
from other employees.
Total 30 100%
 Colleagues are friendly and sociable
Up to 80% of people agree that colleagues at
Strongly disagree 1 3.3% Vietinbank are friendly and sociable, while

13.3% of people disagree with this.
Disagree 3 10.0%
Neutral 2 6.7%
Agree 15 50.0%
Total 30 100%
39
 Working environment is professional
Frequency Percentage Only 3.3% of employees disagree with the idea

that the working environment in Vietinbank is
professional. While 80% of employees at
Disagree 1 3.3% Vietinbank feel that their working environment
strictly adheres to professional processes and
Neutral 5 16.7%
formality.
Agree 10 33.3%
Total 30 100%
Question 21. The advantages that transformation in the workplace at Vietinbank brings:
18
17 17
15
12
10
8
7
6
5 5 5 5 5 5
4 4 4 4
3 3 3 3 3
2 2 2 2
1
0
Enhance ability to Support employees' Reduce the cost of Create flexible By supporting tools, Digital technologies
leverage the latest ability to work working directly at the working space and managers better take help increase
technologies for the remotely more bank time for employees the progress and work employee’s creativity
development of new effectively through efficiency of and interaction
products for use of modern employees
Vietinbank. technologies
40
The survey results are shown in the chart below:
 Enhance ability to leverage the latest technologies for the development of new products
for Vietinbank.
Enhance ability to leverage the latest technologies for the

development of new products for Vietinbank.
Disagree 5 16.7%
Neutral 3 10.0%
Agree 18 60.0%
Total 30 100%
There are 73.3% of people believe that transformation in the workplace helps the development of
new products for Vietinbank by providing payment services, payment intermediaries,
establishing digital ecosystems and providing advanced payment products and services such as:
payment of tuition fees, hospital fees, online shopping/supermarkets, car orders - delivery,
ordering air tickets, tours, train tickets... However, 16.7% of people still disagree with this
opinion, showing that Vietinbank still needs to improve its products and services such as
promoting payment by QR code instead of physical cards, deploying payment services based on
the application of electronic customer authentication technology.
 Support employees' ability to work remotely more effectively through use of modern
technologies
Support employees' ability to work remotely more effectively
through use of modern technologies
Disagree 5 16.7%
Neutral 7 23.3%
Agree 12 40.0%
Total 30 100%
41
53.3% of respondents agree that transformation in the workplace support employees' ability to
work remotely more effectively. However, 23.4% of people disagree, mainly employees who
have worked at the bank for many years and have not gotten used to new technologies in remote
working.
 Reduce the cost of working directly at the bank
Reduce the cost of working directly at the bank Frequency Percentage

Disagree 4 13.3%
Neutral 5 16.7%
Agree 17 56.7%
Total 30 100%
63.3% of people agree that transformation in the workplace helps reduce the cost for Vietinbank,
while up to 20% disagree because they feel the impact of transformation in the workplace at
Vietinbank is not really effective.
 Create flexible working space and time for employees
Create flexible working space and time for employees Frequency Percentage

Disagree 2 6.7%
Neutral 5 16.7%
Agree 17 56.7%
Total 30 100%
In general, almost people 70% of people agree with transformation in the workplace creates
flexible working space and time for employees. Although, there is 16.7% disagree because the
transition still requires some employees remain at the bank's headquarters to serve for transaction
needs of a part of customers.
42
 By supporting tools, managers better take the progress and work efficiency of
employees
By supporting tools, managers better take the progress and

work efficiency of employees
Disagree 8 26.7%
Neutral 4 13.3%
Agree 10 33.3%
Total 30 100%
Only 43.3% of people think that managers better take the progress and work efficiency of
employees when Vietinbank applies transformation in the workplace by supporting tools. This
shows that transformation activities at Vietinbank still need to be further improved to meet the
needs of remote working while still ensuring safety and efficiency.
 Digital technologies help increase employee’s creativity and interaction
Digital technologies help increase employee’s creativity and

interaction
Disagree 5 16.7%
Neutral 6 20.0%
Agree 15 50.0%
Total 30 100%
60% of people agree that digital technologies used in transformation in the workplace at
Vietinbank help increase employee's creativity and interaction. Even though, 20% of people
disagree with this because they think that working remotely through support tools makes
employees less focused at work due to the lack of face-to-face interaction.
43
Question 22. The effects that transformation in the workplace at Vietinbank brings:
The effects that transformation in the workplace at Vietinbank are shown in the following chart:
20
17
16
15
12
10
8 8
6 6 6
5 5 5 5
4 4
3 3 3 3 3
2 2 2 2 2
1 1 1
Manage human Create comfort Improve Increased Effective Bringing in new

resources and and flexibility employee transparency in information technologies
time tracking when working for productivity workflow management to replace legacy
more efficiently employees across the core systems
bank
 Manage human resources and time tracking more efficiently
Manage human resources and time tracking more efficiently Frequency Percentage

Disagree 8 26.7%
Neutral 3 10.0%
Agree 10 33.3%
Total 30 100%
Only about 50% of people agree that transformation in the workplace at Vietinbank helps in
managing human resources and working time effectively. And up to 36.7% disagree. From that,
it can be seen that the transformation in the workplace at Vietinbank has not yet met all remote
working requirements, especially in helping the manager to assign work and manage the working
performance of the employees.
44
 Create comfort and flexibility when working for employees
Create comfort and flexibility when working for employees Frequency Percentage

Disagree 3 10.0%
Neutral 5 16.7%
Agree 17 56.7%
Total 30 100%
Up to 70% of employees surveyed said that they feel more comfortable when doing
transformation in the workplace. Because they can do their work at home or other locations
outside the bank's headquarters through supporting technologies and technical equipment that
allow connection to the banks core banking system. However, 13.3% of people disagree, partly
because they are used to the traditional way of working, partly because they still do not have a
good grasp of how to use new technologies.
 Improve employee productivity
Improve employee productivity Frequency Percentage

Disagree 6 20.0%
Neutral 5 16.7%
Agree 12 40.0%
Total 30 100%
Thanks to the application of technology when doing transformation in the workplace, 56.7% of
people think that employee productivity improved. However, because the transition has only
taken place in the last few years, so up to 26.7% of people still do not feel its effectiveness in
improving employee productivity.
45
 Increased transparency in workflow
Increased transparency in workflow Frequency Percentage

Disagree 3 10.0%
Neutral 3 10.0%
Agree 16 53.3%
Total 30 100%
Up to 73.3% of people agree that transformation in the workplace will increase transparency in
workflow because all work tasks are stored in the system and computer-based processes are
always compliant with the bank's standards. Only 16.7% of people disagree because some
departments in Vietinbank such as human resources and marketing still only apply internal chat
boxes, email... so they haven't strictly managed the working process of employees.
 Effective information management across the core bank
Effective information management Frequency Percentage

across the core bank
Disagree 2 6.7%
Neutral 4 13.3%
Agree 15 50.0%
Total 30 100%
Up to 76.7% of people agree that transformation in the workplace increases effective information
management at Vietinbank. And only 10% of respondents disagree. This shows that the
application of modern technologies such as cloud computing and artificial intelligence in storing,
accessing and processing information has brought good results.
46
 Bringing in new technologies to replace legacy systems
Bringing in new technologies Frequency Percentage

to replace legacy systems
Disagree 2 6.7%
Neutral 2 6.7%
Agree 20 66.7%
Total 30 100%
More than 80% of survey people agree that transformation in the workplace has contributed to
replacing outdated and inefficient legacy systems. Thanks to the modern core-banking system
and the use of robots in some fields such as automatic customer care, automatic profile browsing,
data mining, customer demand analysis... bank employees increased productivity and work
efficiency compared to before.
II. DISCUSSION
1. RECOMMENDATION
 Transformation in the workplace at Vietinbank is being focused on building and

developing
Under the strong impact of the industrial revolution 4.0 and the influence of the Covid-19
epidemic, organizations all focus on transformation in the workplace at their organizations as an
inevitable trend for integration and development. Especially at Vietinbank, with its position as
one of the four leading commercial banks in Vietnam, the transformation from a physical bank
branch model to a digital bank or remote working is being promoted by focusing on developing
various types of digital banking services on the basis of investment, equipped with technical and
technological infrastructure; at the same time, diversifying products and services as well as new
banking service delivery channels based on technology to promptly meet the needs of customers.
47
 Transformation in the workplace contributes better response to Vietinbank's customer
needs
Transformation in the workplace in Vietinbank is being carried out through the application of
artificial intelligence (AI), automated consulting (Chatbot), blockchain technology, cloud
computing, big data analytics... help Vietinbank can support customers 24/7.
Vietinbank has also built a centralized and standardized data warehouse and digital infrastructure
that allows sharing and integration to create a digital ecosystem spanning many industries and
fields such as a mobile banking ecosystem connected to public services, finance,
telecommunications, electricity, transportation, healthcare... so that on mobile phones, customers
can use more utilities than direct transactions at banks. Vietinbank also applied new technologies
in the world (ATM, POS, Internet Banking, Mobile Banking, QR Code, Tokenization...) to
provide the best service to customers.
 Transformation in the workplace contributes to increasing productivity and

efficiency of internal Vietinbank
Based on on-premises data storage technology and cloud computing, the management of human
resources and employee activities has been optimized. Thanks to the convenient and fast
collection of administrative and human resource processes, bank managers can easily assign
work, monitor and evaluate progress and reward quickly. The application of technology in
human resource management activities will help automate human resource management and
supervision operations, support management processes, assess staff capacity...
The manager has an important role in the transformation in the workplace at the organization.
Their participation serves as an example and as a motivator for employees during remote
working. The deeper a manager is involved in the transformation in the workplace, the more
effective it will be for the organization. Now, through modern technologies, it is easier and more
for managers accurate to train, measure and monitor the work, because it provides feedback and
employee completion data for managers faster through the enterprise resource planning systems.
48
 However, the process of implementing transformation in the workplace at
Vietinbank also faces with many challenges
Transformation in the workplace at Vietinbank is also facing difficulties in a shortage of high-

quality personnel who can competently use technologies. The transformation of banks requires
knowledgeable human resources but domestically trained human resources have not been able to
meet the requirements when university training programs have changed slowly compared to the
trend. This requires Vietinbank to have policies to attract and retain talents; retraining human
resources to adapt to Industry 4.0.
In addition, transformation in the workplace presents many great opportunities, but it also comes
with security and safety issues for Vietinbank's system. Today, the trend of high-tech crimes
attacking the banking and financial sectors in Vietnam is increasing both in number and
sophistication, so Vietinbank needs to strengthen risk management network security to protect
customer privacy.
In general, the transformation in the workplace at Vietinbank over the past time has been
changing the structure and operating methods of the bank as well as forming new financial
products and services; facilitating customers in using modern banking services and improving
operational efficiency for the bank.
49
2. LIMITATION
The conclusions of the research on transformation in the workplace in this report are not
completely true for all organizations because it is only carried out at the selected organization is
Vietinbank. Therefore, the generalizability of the study will be higher if it is carried out with a
sample size that includes other banks or other organizations.
The survey was only conducted at Vietinbank Thu Duc branch, with a limited number of
respondents are 30 people. The sample size is small, so it will not fully reflect the actual situation
of transformation in the workplace in the organization, as well as the advantages and
disadvantages of applying and the effectiveness of transformation in the workplace for
organization.
On the other hand, due to the specifics of the bank and the provisions of the law, Vietinbank has
very high requirements for safety and security, so reporters do not have direct access to the
system as well as the working environment of there, so I might just search from internet sources,
therefore the information on the status and effectiveness of transformation in the workplace may
not be updated timely and accurately.
However, this project report also gives reporters a lot of experience and knowledge in the
process of conducting research. By finding out information related to transformation in the
workplace within the organization, the reporter has gained a deeper understanding of
transformation in the workplace, how to implement it, how it works in the workplace, even so
benefits and effects of them for organization. In addition, from the preparation steps to the
completion of this report, the reporter has gained more experience in surveying, collecting data
and how to analyze them effectively and scientific way.
50
CONCLUSION
In fact, although most of the employees of Vietibank - who work from home are proactive in
flexing their working hours, work efficiency is still recorded to increase. I think managers should
support and even need to support more technology tools to increase convenience and improve
remote working conditions, helping employees to work in "a new normal life" while still
ensuring work efficiency of them.
Under the impact of the industrial revolution 4.0 and the Covid-19 epidemic, the time has passed
when managers force employees to come to the office, to see their faces, to directly
communicate to see whether the employee is working or not. Transformation in the workplace is
an inevitable trend and human resource management technologies for online work support
platforms will continue to explode in the near future. To manage the performance of employees’
daily tasks, to measure and evaluate their performance of them..., Vietinbank will be forced to
rely on and trust online toolkits to solve management problems and bank efficiency.
51
REFERENCE
1. Deloitte, (2018), Workplace transformation in the digital age,

https://www2.deloitte.com/content/dam/Deloitte/ch/Documents/innovation/ch-en-
workplace-of-the-future.pdf
2. Denzin, N.K., & Lincoln, Y. (1994). Part V: The art of interpretation, evaluation, and
presentation. In Handbook of qualitative research (pp. 479-483). Thousand Oaks, CA:
Sage.
3. Dery, K., Sebastian, I. M., and van der Meulen, N. 2017. “The Digital Workplace Is Key
to Digital Innovation,” MIS Quarterly Executive (16:2), pp. 135–152.
4. Dery, K., Grant, D., Harley, B., and Wright, C. 2006. “Work, Organisation and Enterprise
Resource Planning Systems: An Alternative Research Agenda,” New Technology, Work
and Employment (21:3), pp. 199–214. (https://doi.org/10.1111/j.1468-
005X.2006.00175.x).
5. Dr. Saul McLeod (2019), What’s the difference between qualitative and quantitative
research?, Simplypsychology, https://www.simplypsychology.org/qualitative-
quantitative.html
6. Graham Jervis, (2016, March 6), Describing Workplace Transformation, Advanced
Workplace Associates, https://www.advanced-workplace.com/describing-workplace-
transformation/
7. HDR Academy, (2020), Online training - Effective remote management skills,
https://hrd.com.vn/dao-tao-truc-tuyen-ky-nang-quan-ly-tu-xa-hieu-qua-vietinbank
8. Ifosys, (2020), Workplace transformation research study,
https://www.infosys.com/services/microsoft-cloud-
business/insights/documents/workplace-transformation-research-study.pdf
9. Jennifer Sabin, (2020, Jan 26), Digital Transformation in the Workplace, capacity.com,
ttps://capacity.com/digital-transformation-in-the-workplace/
10. Vietinbank, (2018), Robotic process automation, breakthrough solution,
https://www.vietinbank.vn/vn/tin-tuc/Tu-dong-hoa-quy-trinh-bang-Robot-Giai-phap-dot-
pha-20180618120521.html&p=1
52

Research Topic: Having Selected Make Life Perfect

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RESEARCH TOPIC

THE IMPACT OF TRANSFORMATION IN THE WORKPLACE

Having selected Make Life Perfect

Student: Thieu Thi Ngoc Hanh

Assessor: Dr. Willibeth C. Candol

The important of the transformation of Vietinbank's workplace.

The role of transformation in the workplace in driving the organization's performance.

The impact of the transformation in the workplace on employees at Vietinbank.

The advantages and disadvantages of transformation in the workplace for Vietinbank's

The trend of transforming workplaces in organizations is becoming popular in most

I. Impact of transformation in the workplace on the employees at Vietinbank

Digital workplace transformation refers to the use of digital technologies to fundamentally

2. Four dimensions of the workplace transformation

The effect of SPACE on employees can be

The use of TECHNOLOGY for transformation in the workplace is shown in the

The TALENT dimension relates to company guidance in workplace transformation in

3. How to make a successful workplace transformation

When implementing workplace transformation, organizations need to consider and

Effective workplace transformation creates an environment where employees can

4. The situation of transformation in the workplace at Vietinbank

VietinBank is actively investing in new technologies such as cloud data technology,

-For the improvement of products and services for customers:

In December 2019,VietinBank introduced a completely new version of iPay Mobile, which

-For operational activities of employees at bank branches:

VietinBank is piloting automation technology - Robotic process automation (RPA). Robots

The program under the

-Managerial thinking in the

- Developing remote work

- Developing remote human

The representative of VietinBank leadership affirmed: The bank is constantly innovating to

II. Effect of transformation in the workplace on Vietinbank performance

When a company implements effective workplace transformation, it improves employee

2. Challenges in the process of implementing transformation in the workplace at

 Difficulty in capacity level of staff

 Does not guarantee employee performance

 Employees easily lose focus

 Safety and security risks for customers and Vietinbank

3.2 Secondary data

• Research on the topic

• Select research topic

• Introduction the selected topic

• Describe the purpose why choose the topic

• Make a research question

• Research and write Literature review

• Analyze collected data

• Discuss researched topic

TOPIC: THE IMPACT OF TRANSFORMATION IN THE WORKPLACE ON THE

I am Thieu Thi Ngoc Hanh, student of Business Administration, University of

Please fill in the blank, tick in the box (

1. What is your gender?

2. What's your age?

5 years old From 25 to 30 years old

1 to 40 years old Over 40 years old

3. What is your qualification?

Postgraduate education Other

4. The department you are working for is:

5. Your current position is:

Manager of Department Director

6. Your monthly income:

7. Your seniority at Vietinbank:

From 6 to 10 years More than 10 years

8. How many people are there in your department?

From 21 to 30 people More than 30 people