ASSIGNMENT 1 FRONT SHEET

Qualification BTEC Level 4 HND Diploma in Business

Unit number and title Unit 3 Human resource management

Submission date 3/4/2023 Date Received 1st submission 17/4/2023

Re-submission Date 5/5/2023 Date Received 2nd submission

Student Name Đoàn Tử Việt Hải Student ID GCH210923

Class GBH1113 Assessor name Pham Thi Thanh Hang

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I. Introduction .............................................................................................................................................................................................................................. 4

II. Industrial characteristics, business objectives, FIRM strategy ................................................................................................................................................ 5

A. Industrial characteristics ...................................................................................................................................................................................................... 5

B. Company’s objectives .......................................................................................................................................................................................................... 7

C. Company’s HRM strategy ................................................................................................................................................................................................... 7

III. SCB Bank’s Digital Business Transformation..................................................................................................................................................................... 9

IV. A suggestion for the talent acquisition strategy to support this plan, focusing primarily on specific employer branding, hiring and selection, and
onboarding activities ...................................................................................................................................................................................................................... 10

A. Recruitment status of SCB bank ........................................................................................................................................................................................ 10

B. Selection............................................................................................................................................................................................................................. 11

C. On-boarding ....................................................................................................................................................................................................................... 11

D. Company’s employment brand .......................................................................................................................................................................................... 12

E. Proposal of the chosen company’s talent attraction strategy ............................................................................................................................................. 12

V. Conclusion ............................................................................................................................................................................................................................. 13

VI. References .......................................................................................................................................................................................................................... 14

I. Introduction
On December 26, 2011, the Governor of the State Bank granted License No. 283/GP-NHNN on the establishment and
operation of Sai Gon J.S. Commercial Bank (SCB) from the voluntary merger of three banks: Sai Gon J.S. Commercial Bank
 (SCB), First J.S. Commercial Bank (Ficombank) and Vietnam Tin Nghia J.S. Commercial Bank (TinNghiaBank). The
consolidated Sai Gon J.S. Commercial Bank officially came into operation on January 1, 2012. This was viewed as a crucial
turning point in the history of the three banks, indicating a significant shift in the size of the total assets, the network, the
technology, the workforce, etc. As of September 30, 2021, SCB had the top-ranked total assets in the country of VND673,276
billion, with a charter capital of more than VND20,020 billion, thanks to the dedication of its leaders and employees, as well as
the trust and support of its customers and shareholders. The bank currently employs over 7,000 people across a network of 239
locations in 28 important provinces and cities. Given its strong financial foundations, rapid operational expansion, cutting-edge
technology, and wide range of high-quality products and services, SCB is seen as stable. With the vision is to create sustainable
value for customers and make practical contributions to the prosperity and wealth of the country. Besides, their mission is to
become a reliable partner with optimal solutions and services for customers. Creating a dynamic, dedicated working environment,
focusing on human resource promotion. Finally, bring long-term benefits and sustainable value to shareholders (SCB bank,
2023). In the following essay, the industry characteristics, business objectives and FIRM strategies are related.

II. Industrial characteristics, business objectives, FIRM strategy

A. Industrial characteristics
Banks play a significant role in the economy by offering crucial services to both consumers and businesses. They offer
customers a secure location to keep their cash. A person can carry out typical banking operations like depositing, withdrawing,
writing checks, and making payments through a variety of accounts like checking accounts, savings accounts, and certificates of
deposit (CDs). bill. Additionally, one can invest their money and earn interest. Banks also give both individuals and businesses
access to credit. Deposits made at banks and short-term cash are used to lend to people who need long-term debt, such as
mortgages, credit cards, and car loans. The money supply is maintained through this process, which also contributes to the
market's creation of liquidity. Just like any other business, the goal of a bank is to make a profit for its owners. For most banks,
the owners are their shareholders. Banks do this by charging more interest on loans and other debt they issue to borrowers than
they pay to people using their savings vehicles. A simple example is as follows: a bank that pays 1% interest on savings accounts
and charges 6% interest on loans earns 5% interest to the owner. Banks are sized based on the location and audience they serve:
from large institutions to small institutions, from residential communities to large commercial banks. While traditional banks
offer both face-to-face and online services, the trend of online-only banking emerged in the early 2010s. These banks typically
offer people consume higher interest rates and lower fees. Convenience, interest rates and fees are some of the factors that help
consumers decide their preferred bank (Vy, 2020).

In Vietnam, there are different types of banks including joint-stock commercial banks, state-owned commercial banks,
joint venture banks, banks with 100% foreign investment capital, cooperative banks, and policy banks. Joint-stock commercial
banks are established in the form of a joint stock company, and there are currently 31 joint stock commercial banks in Vietnam
such as Vietcombank, BIDV, Sacombank, Techcombank, ACB, etc. State-owned commercial banks are owned by the state,
organized in the form of a one-member limited liability company, and have 100% of the charter capital held by the state. Vietnam
currently has 4 state-owned commercial banks, namely: Agribank, GP Bank, Ocean Bank, CB Bank. Joint venture banks have
charter capital contributed by both Vietnamese and foreign parties, and there are a number of these banks in Vietnam such as
Indovina Bank, VR Bank, Vinasiam Bank, etc. Banks with 100% foreign investment capital are similar to joint venture banks, but
the entire charter capital is contributed by foreign parties. Cooperative banks have charter capital contributed by both Vietnamese
and foreign parties, and some examples of these banks in Vietnam are Indovina Bank, VR Bank, Vinasiam Bank, etc. Policy
banks have charter capital contributed by both Vietnamese and foreign parties, and are organized in the form of a limited liability
company with two or more members with a legal entity (Thuỷ, 2022).

First, competition must comply with the law, not compete at all costs, regardless of all tricks. Currency trading is a
sensitive field, each factor in terms of economy, politics, society, psychology, tradition and culture has an impact on the business
environment. Next, compete but always cooperate with each other. The banking business involves all economic, political, social
and individual organizations. Therefore, banks must compete with each other to regain market share, but must always cooperate
with each other to create a healthy competitive environment and avoid systemic risk. The last one, competition in the strict
 supervision of the State bank. The State Bank closely supervises the activities of commercial banks to avoid risky activities with
the risk of system breakdown (Doan, 2009).

B. Company’s objectives
“The banking industry plays an important role, leading the country's economy; officers, employees and laborers of the
banking industry should be proud of their industry and work "already made efforts, more efforts; already tried, try harder", doi
moi, pioneer in building a socialist democracy (socialist), socialist rule of law state, socialist-oriented market economy. All for
the sake of the nation, the nation; for the prosperous and happy life of the people". The banking industry plays an important role
for Vietnam because it plays an important role in the country's economic developmentrt. In addition, banks are responsible for
ensuring transparency and fairness in their operations, and also need to strengthen risk management to ensure safe and stable
operations. Especially in the context that the COVID-19 epidemic is affecting the global economy, the banking industry has a
more important role than ever to support economic recovery and development. SCB bank wants to create sustainable values for
customers and organizations and companies that contribute to the construction and development of society and the country. SCB
Bank always wants to bring about a mission of always becoming a reliable partner by always providing the best financial
solutions and service quality to customers both at home and abroad. Always create a dynamic, fun, dedicated environment for
employees and always focus on developing human resources. Finally, bring sustainable benefits and value to SCB's shareholders.
Not only that, SCB also wants to become a leading multinational bank. In addition, SCB also aims to apply modern technology to
improve customer experience, enhance business efficiency and achieve advancedness in the banking industry (SCB bank, 2023).

C. Company’s HRM strategy

At the moment, SCB Bank's (Saigon Commercial Bank) human resource management (HRM) strategy is centered on
fostering a supportive work environment, luring and keeping talent, and enhancing organizational effectiveness. In particular,
SCB is putting policies and programs into place to improve training, career development, and establish circumstances that allow
employees to maximize their potential and skills. In order to motivate and retain employees, SCB is also interested in
performance evaluation, creating a professional, fair, and open work environment, and providing alluring welfare programs. SCB
also emphasizes using technology to better manage human resources, particularly when hiring, evaluating, supervising, and
developing workers. All of these initiatives are intended to increase organizational operational effectiveness, providing the best
value possible to SCB's clients and shareholders. SCB is actively creating a model for employee welfare. As a result, SCB has
strengthened its welfare policies and programs, offering both material and spiritual advantages like full health insurance, flexible
leave, tuition assistance, and participation incentives. take part in leisure pursuits, sports, community service, and the creation of
professional development opportunities. The business is also concentrating on enhancing the working environment to foster
creativity and flexibility in a range of commercial settings. SCB is aware that improving employee welfare can help the business
attract and keep top talent while also boosting output and efficiency (VnExpress, 2020). As a result, the bank organized 1,657
training sessions for its 60,200 employees in 2019. The bank makes investments in lecture hall supplies, creates a framework for
leadership development at all levels, updates the training tower for titles, evaluates the internal teaching staff, and plans to
enhance lecturer abilities. In order to ensure the benefits of its employees, the bank also changed the salary system. Since the
direct sales team is a crucial component of SCB's business development, the new salary range of the adjusted titles is better suited
to luring and keeping employees (VnExpress, 2021).

With numerous large and small banks emerging, the banking sector is known for its intense competition. There are also
financial hazards associated with that, particularly when lending money. focused on a variety of financial services and products,
such as consumer financing, trade credit, and financial investment, with the aim of increasing profits and sales. The bank has
consistently placed a high priority on the development of new technologies that will improve customer service, give customers
the greatest possible experience, and boost the bank's operational effectiveness. Furthermore, SCB uses data analytics and AI to
strengthen internal controls and improve risk management. In order to attract and develop exceptional individuals, SCB's
approach is to always make investments in doing so. For staff members to participate in training programs, such as internal
training sessions and promotion schemes. Creating a workplace that is as comfortable as possible for workers, supporting their
development, and aiding in maintaining their motivation at work. Additionally, SCB Bank always adheres to a fair promotion
 policy and supports workplace innovation. The supply of prizes and rewards for ground-breaking ideas, as well as initiatives that
encourage the quest for novel solutions to problems, are examples of policies that foster creative thinking.

III. SCB Bank’s Digital Business Transformation

Digital technologies are being used to speed up and reduce the cost of hiring new employees and providing them with the
necessary training. By using online platforms for hiring and training staff, SCB is able to draw in more qualified applicants and
offer staff members access to online training programs so they can pick up new skills. Anytime, anywhere, update your
knowledge. SCB measures employee performance and provides feedback to employees to help them perform better through the
use of an online performance review system and performance management software. Enhancing the employee experience: Digital
technologies increase automation in the human resource management process by reducing manual labor and increasing
automation. Online learning platforms and automated employee management programs enable HR managers to concentrate on
more crucial tasks and improve the working environment for staff members. At its headquarters and 239 transaction points across
the country, SCB has officially deployed the Microsoft Teams application. This is the following stage in the process SCB is using
to digitize the working environment. Microsoft Teams was developed using the concept of a virtual interactive workspace as a
gateway for users to connect, exchange, and work as a team on a consistent, always-up-to-date platform, making work more
conveniently, effectively, and securely handled. With features like: allowing individual/group exchanges, sharing and editing
online documents, and screen sharing, SCB will use Microsoft Teams as an official channel to support employees in interacting
and working in groups; reduce travel time and meeting costs by managing and organizing online meetings anytime, anywhere;
Support information synthesis and systems for synchronous documents in project management (SCB bank, 2023).
 IV. A suggestion for the talent acquisition strategy to support this plan, focusing primarily on
specific employer branding, hiring and selection, and onboarding activities
A. Recruitment status of SCB bank
The current state of SCB Bank's hiring is unclear because both the company's requirements and this information are
subject to change. But SCB frequently posts job openings on both its own website and other online job boards like LinkedIn,
VietnamWorks, CareerBuilder, etc. The open positions typically include managers and specialists in fields like IT, marketing,
banking, accounting, and finance. One of the many benefits of hiring at SCB is that there are always open positions because the
company is one of the largest and fastest-growing banks in Vietnam. to fulfill its development requirements; diverse workforce:
Because SCB is a multinational corporation, its employees may be from a wide range of nations, resulting in a diverse,
fascinating, and distinctive workplace. International; Alluring welfare program: SCB has an alluring welfare program that
includes health insurance, vacation time, a flexible work schedule, etc. However, the SCB's recruitment status may have some
weaknesses. High standards for experience and qualifications: SCB is looking for highly qualified and experienced candidates in
fields like accounting, marketing, IT, and finance; strict competition: It can be challenging to land the desired position because
SCB job openings are frequently filled by a large number of qualified and experienced candidates; lengthy interview: For
management and highly specialized positions at SCB, the interview process is typically lengthy and involves a number of steps.
The bank can implement a staff training and development program to address some of SCB's recruitment weaknesses. SCB can
increase staff training and development to improve the skills of its current employees and draw in potential candidates. This
promotes the company's expansion and aids the candidates in developing into highly qualified workers in the future. Increasing
online recruitment efforts: Increasing online recruitment efforts will aid SCB in luring more prospective employees. Social
networks, online advertising, and recruitment websites are examples of online recruitment activities. The next step is to improve
the advertising mediums. SCB can do this to better present job opportunities and draw in candidates. Newspapers, television,
websites, and other marketing initiatives are examples of advertising mediums. Finally, improve the application process: SCB can
enhance the application process to draw in more potential candidates. Candidates will receive clear information about the
 position, the necessary qualifications, and the hiring process. Additionally, candidates should be given access to clear and helpful
information to learn more about SCB prior to applying.

B. Selection
This is a type of face-to-face interview that takes place at the bank's office. Candidates frequently have in-person meetings
with hiring managers or staff to go over their work history, abilities, and preferences. The online interview follows: This is a type
of interview conducted online using tools like Zoom, Skype, or Google Meet. Candidates from other provinces or those who are
unable to travel directly to the bank's office should use this form. The third step is the school interview. SCB frequently runs
recruitment campaigns at colleges and universities. Candidates will be directly interviewed by the Bank's recruitment team in this
situation. Lastly, a telephone interview It's a particular kind of phone interview. This is typically the first interview formula to
learn a little bit about the applicant before deciding whether to invite them to an in-person or online interview. Some frequently
asked questions by SCB are: Why do you want to work at SCB? Do you have experience working in the financial - banking
sector? If yes, please state your experience. Have you participated in risk management or credit management projects at the
company before? (Saigon Commercial Bank, 2023).

C. On-boarding
First, an application procedure is submitted for the purpose of streamlining the application process; as a result, candidates
can now fully apply for the position without having to physically visit SCB branches or the head office. The next step is the
EXAMINATION - CAPACITY TEST. Following a review of the applications' suitability, SCB will get in touch with the
qualified candidates directly after 7 to 10 days from the date of receipt. Candidates who satisfy the requirements for round 1 will
be informed via email/text message of the exam schedule as well as information on the SCB website. The interview is the third
step. SCB will post the exam results on its website five to seven days after the date the entrance exam was held. SCB will take
part in a phone and email interview round for qualified candidates. The interview results will be sent to you via email within three
to five working days of the interview. The fourth step is COMPLETE DOCUMENTATION AND RECEIVE WORK. Successful
 candidates will be contacted directly by the Recruitment Department to go over the compensation structure and provide guidance
on the hiring process when they join SCB. Last but not least, SAVE POTENTIAL CANDIDATES, the Recruitment Department
will keep records of candidates whose test or interview results are unsatisfactory but SCB believes they have potential qualities
for other suitable positions. Put your resume in the candidate pool when a vacancy for the right position arises, and get in touch
(Saigon Commercial Bank, 2023).

D. Company’s employment brand

The professionalism, honesty, and creativity of the bank serve as the foundation for SCB's (Saigon Commercial Joint
Stock Bank) recruitment brand. The SCB is dedicated to offering a professional, welcoming, and diverse workplace where each
employee is respected and treated fairly. In order to support employees in gaining new skills and advancing in their careers, SCB
also places a strong emphasis on investing in human resource development by offering training programs and career support.
Additionally, SCB places a high value on fostering a positive work environment, supporting creativity, and encouraging social
responsibility. With these guiding principles and dedications, SCB has developed a robust recruiting reputation and attracted a
large pool of talented applicants from the finance, accounting, banking, marketing, and many other fields (SCB bank, 2023).

E. Proposal of the chosen company’s talent attraction strategy

The strategy to attract talent for SCB is to create a creative environment, a workplace with many modern facilities, and
promote the application of a modern technology platform to help digitize processes and provide effective support. for employee.
Offer jobs with great learning opportunities. Building a great brand in the banking industry, obtaining great achievements and
achievements, awarded by the state. Competitive remuneration and accrual bonus based on contribution. With these measures, the
talents will find that the working environment of SCB is worthy of themselves, in addition to having good remuneration and
appropriate salary and bonus regime will help them be more motivated.
V. Conclusion
In summary, through this essay, we have explained the key areas of HRM in their contribution to sustainable performance
generation. Consider the impact of changing nature of organizations on human resource skills and knowledge. Review HRM
practices relevant to recruiting and retaining employees to achieve business goals
VI. References
Doan, V., Hong (2009) Phân Tích Cạnh Tranh Trong Hệ Thống Ngân Hàng Việt Nam, pp. 8–9, [online] Available at:
http://dulieu.tailieuhoctap.vn/books/luan-van-de-tai/luan-van-de-tai-cao-hoc/file_goc_771774.pdf (Accessed March 27, 2023).

Katz, C. (2023) Cheryl Katz, National Geographic, 15th March, [online] Available at:
https://www.nationalgeographic.com/environment/article/arctic-ice-thinning-changing-structure-polar-bears.
 Saigon Commercial Bank (2023) Tuyển dụng việc làm ngân hàng tại SCB - Việc làm ngân hàng SCB, Trang tin tuyển dụng
việc làm ngân hàng SCB, cập nhật mọi thông tin tuyển dụng, lịch thi tuyển mới nhất, giải đáp thắc mắc, hướng dẫn, giúp ứng viên phỏng vấn
thành công., [online] Available at: https://tuyendung.scb.com.vn/Shares/Details/-ban-co-muon-hoi-cau-hoi-gi-khong-tra-loi-sao-de-nha-tuyen-
dung-gat-dau- (Accessed April 3, 2023).

SCB bank (2023a) Saigon Commercial Bank, SCB Bank, [online] Available at: https://www.scb.com.vn/vie/gioi-
thieu#WEB_INTRODUCE_HISTORY (Accessed March 27, 2023).

SCB bank (2023b) Saigon Commercial Bank, SCB bank, [online] Available at: https://www.scb.com.vn/vie/tin-tuc/scb-so-hoa-moi-truong-
lam-viec-voi-ung-dung-microsoft-teams (Accessed April 3, 2023).

Thuỷ, T. N. T. (2022) Danh sách các ngân hàng ở Việt Nam được đánh giá cao 2023, Glints Vietnam Blog, [online] Available at:
https://glints.com/vn/blog/cac-ngan-hang-o-viet-nam/#.ZCGi8HbP1EY (Accessed March 27, 2023).

VnExpress (2020) SCB thực hiện nhiều chính sách phát triển nhân lực, VnExpress, 5th June, [online] Available at: https://vnexpress.net/scb-
thuc-hien-nhieu-chinh-sach-phat-trien-nhan-luc-4109964.html.

VnExpress (2021) SCB tích cực phát triển mô hình phúc lợi cho nhân viên, VnExpress, 15th July, [online] Available at:
https://vnexpress.net/scb-tich-cuc-phat-trien-mo-hinh-phuc-loi-cho-nhan-vien-4315128.html.

Vy, H. (2020) Ngân hàng (Bank) là gì? Đặc điểm, Vietnambiz.vn, 18th May, [online] Available at: https://vietnambiz.vn/ngan-hang-bank-la-gi-
dac-diem-20200517111952967.htm (Accessed March 27, 2023).