ASSIGNMENT 1 FRONT SHEET

Qualification BTEC Level 5 HND Diploma in Business

Unit number and title Unit 3: Human Resource Management

Submission date 28/02/2024 Date Received 1st submission 28/02/2024

Re-submission Date Date Received 2nd submission

Student Name Do Thi Thu Huong Student ID BH01229

Class BA06303 Assessor name Cong Bao Ngoc

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I certify that the assignment submission is entirely my own work and I fully understand the consequences of plagiarism. I understand that
making a false declaration is a form of malpractice.

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Table of Contents
I. INTRODUCTION ............................................................................................................................ 4

II. OVERVIEW OF VIETNAM PROSPERITY JOINT STOCK COMMERCIAL BANK ................................... 4

2.1 Company profile ...................................................................................................................................4

2.2 Mision ......................................................................................................................................................5

2.3 Vision .......................................................................................................................................................5

2.4 Business objectives and strategic aims ...........................................................................................5

III. ANALYZE THE INDUSTRY CHARACTERISTICS OF VP BANK AND THE MASS HRM STRATEGY OF VP
BANK ................................................................................................................................................... 5

3.1 Porter’s 5 forces model of VPBank.........................................................................................................5

3.1.1 Potential competition ........................................................................................................................6

3.1.2 Current competition ..........................................................................................................................7

3.1.3 Substitute products............................................................................................................................8

3.1.4 Power of Suppliers .............................................................................................................................8

3.1.5 Power of Buyers ..................................................................................................................................9

3.2 Public HRM strategy ..................................................................................................................................9

IV. VPBANK'S DIGITAL TRANSFORMATION PROCESS ...................................................................... 13

V. A PROPOSAL OF THE TALENT ACQUISITION STRATEGY ............................................................. 15

5.1 Recruitment and Selection ................................................................................................................... 15

5.2 Employer branding ................................................................................................................................. 16

5.3 Onbording ................................................................................................................................................ 16

VI. CONCLUSION ............................................................................................................................. 18

References ........................................................................................................................................ 19
I. INTRODUCTION

Today there are many businesses operating in many different industries globally, but

HRM is one of the essential departments in businesses, and people play an important

role in the sustainable development of a business enterprise. That is the reason human

resource management was born to manage and train issues related to people to create

core values of the business. In this research paper, as a human resources consultant for

VP Bank, I will help the company attract talent and make the best choices. As well as

implementing digital business transformation. Through specific employer branding,

recruitment and selection and referral activities.

II. OVERVIEW OF VIETNAM PROSPERITY JOINT STOCK COMMERCIAL BANK

2.1 Company profile

Vietnam Prosperity Joint Stock Commercial Bank (VPBank) is one of the largest and

prestigious banks in Vietnam, established in 1993 with the first name of Joint Stock

Commercial Bank for Vietnam Non-State-owned Enterprises. After nearly 30 years of

operation and development, VPBank has become one of the leading financial units in

Vietnam. VP Bank provides diverse financial products and services, including: savings

deposits, personal and corporate credit, credit card services, stock investment, asset

management and other services. other investment banks.

In addition, Vietnam Prosperity Joint Stock Commercial Bank is also known for its VPBank

Platinum credit card program, which is considered one of the best credit card programs

in Vietnam. With many efforts in the process of building and developing VPBank is

considered one of the banks with impressive growth rate and top service quality in

Vietnam (Anon., n.d.)

2.2 Mision
Pioneering innovation, improving the quality of outstanding financial services for

customers and partners, developing effectively and bringing sustainable prosperous

values to shareholders, community and society.

2.3 Vision
To become a bank with a solid position in the Top 3 largest banks in Vietnam and in the

Top 100 largest banks in Asia, contributing to promoting the sustainable development

and prosperity of the country and community.

2.4 Business objectives and strategic aims

VPBank determines its third 5-year development strategic goal (2022-2026) to become a

bank with a solid position in the Top 3 largest banks in Vietnam and reach the scale of

the Top 100 largest banks in Asia . Building a multi-functional bank, leading in

deployment, innovation and value creation capabilities through comprehensive financial

solutions with the synergy of the ecosystem and application of advanced technology.

Besides, VPBank announced 5 new Core Values. This new core value system is developed

based on the inheritance of values and qualities that have formed VPBank's identity over

the years, while adding new spirits and values for us to continue to maintain sustainable

growth for VPBank. The 5 new core values include: Aspiration, Integrity, Efficiency,

Discipline, Creativity (Anon., 2023).

III. ANALYZE THE INDUSTRY CHARACTERISTICS OF VP BANK AND THE MASS HRM
STRATEGY OF VP BANK

3.1 Porter’s 5 forces model of VPBank

Industry factors are taken into account when creating and defining strategies. A

successful strategy for an organization can be evaluated and developed using a variety of
methods. In this section, Porter's 5 forces model is used to identify the necessary

strategies of VPBank to regain and maintain its position in the Vietnamese banking

industry.

3.1.1 Potential competition

a) Barriers to entry
There are a number of obstacles that new businesses must overcome in the banking

sector. Some typical obstacles are listed below:

Investment capital: The banking industry requires a significant amount of investment

capital to establish and operate a business. The new business needs to be able to raise

capital from investors, banks or other financial institutions to meet the capital

requirements of the banking industry.

Regulation and compliance: The banking industry has many complex and stringent legal

regulations to ensure the safety and reliability of the financial system. New businesses

must master regulations related to capital, risk management, information security, anti-

money laundering and comply with reporting and internal management requirements.

Build trust and customers: New businesses must build trust and reputation with

customers through providing quality, reliable financial services and properly protecting

customers' personal information safe.

Technology and digital transformation: Technological developments and digital

transformation are changing the way the banking industry operates. New businesses

need to invest in advanced technology to provide online, secure and convenient financial

services. They also need to be able to adapt to change and skillfully use technology to

compete in the market.

Enterprise capacity: requires financial management and banking operations capacity.

This includes having a management team with experience and in-depth knowledge of the

banking industry, the ability to assess and manage risks, and a strong grasp of internal

regulations and processes.

b) Market exit barriers

Financial barriers: businesses need enough capital to cover debts, risks and other

financial needs. Finding and raising capital from investors or financial partners can be a

significant challenge.

Regulations and legalities: The banking sector has many complex legal regulations.

Therefore, to exit the banking market, it is necessary to complete procedures related to

agreements to cancel taxes and fees, ownership rights and other binding procedures.

➢ Barriers to market entry are high, so competitiveness is low.

3.1.2 Current competition

VPBank operates in the banking industry, where there is high competition from other

banks. The important factor here is the number and strength of competitors, as well as

the ability to compete in terms of products, services, and scale. VPBank needs to

evaluate how many other banks operate in the same market and their competitiveness.

Some banks are competitors such as: MB, Techcombank, ACB...

About competitors VPbank competes with 2 large banks such as MB, Techcombank.... MB

is one of the leading joint stock commercial banks in Vietnam. In the group of joint stock

commercial banks, MB continues to lead in terms of total assets with 806,238 billion

VND, an increase of 10.7% compared to the end of last year. Techcombank is one of the

largest banks in Vietnam, total bank assets have increased to 732,470 billion VND. TCB is

currently managing more than 300 trillion in customer assets, accounting for 50% of the

market share of high-income customers. Banks' competition with VPBank can affect both
foreign and domestic banks. Foreign banks can compete on new and innovative products

and services to attract customers. Furthermore, foreign banks often have financial

potential and the ability to invest in advanced technology. This could create a

technological competition between VPBank and foreign banks.

➢ In the competitive pressure model, the pressure from VP bank competitors

isextremely large.

3.1.3 Substitute products

The rise of financial technology (fintech) has created new financial tools and services,

such as e-wallets, mobile payments, and personal financial management through mobile

applications. These fintech companies often provide faster, more convenient and

cheaper services than traditional banks, and can therefore compete directly with VPBank

products. For corporate customers, the risk of being replaced by the bank is not very

high because these customers need clarity as well as evidence and invoices in the bank's

product and service packages. If problems occur while using products or services, this

type of customer often switches to another bank for those reasons and will seek out non-

bank services. For consumer customers, it is different. The habit of using cash is created

for Vietnamese consumers to often keep cash at home or, if they have an account,

withdraw it all to use when they have money. Government agencies and businesses pay

salaries through bank accounts to promote non-cash payment methods, contributing to

financial transparency for each person.

➢ Substitute products pose a moderate hazard.

3.1.4 Power of Suppliers

The concept of suppliers in the banking industry is quite diverse. They can be

shareholders who provide capital, businesses, companies and customers for the bank to

operate, or companies responsible for the system or maintenance of ATMs, or they can
also provide software, hardware, services and infrastructure are also important.

Currently in Vietnam, banks often invest in their own equipment and choose their own

suppliers depending on conditions. This contributes to reducing the power of equipment

suppliers as they cannot supply a large market but have to compete with other suppliers.

Accordingly, the bank signed a contract with the second largest bank in Japan (Sumitomo

Mitsui Banking Corporation), becoming a strategic shareholder providing capital,

accompanying VPBank in the upcoming development journey... VPBank needs to

evaluate suppliers' negotiating capacity to ensure stable supply and reasonable costs.

➢ Therefore, the supplier power of VP bank is quite high.

3.1.5 Power of Buyers

VP Bank has created many services suitable for many different customer groups,

ensuring everyone can use the best bank services. For each segment, buyer power is

different. Customers will have the ability to negotiate and offer many options for banking

and financial services. Competitive pressure from customers pushes VP Bank to

constantly improve and innovate to meet and exceed customer expectations. The bank

understands the importance of providing a superior customer experience and strives to

provide exceptional products and services to maintain a competitive edge in the market.

➢ As a result, the buyer's influence on the company is moderate.

3.2 Public HRM strategy

VPBank believes that human resource development is a key activity associated with the

bank's "Quality Growth" strategy. At VPBank, employees work in a dynamic, professional,

open environment, with "high quality", friendly, and supportive colleagues and

managers. VPBankers have many opportunities for training, development and

advancement with the Bank while also enjoying competitive and attractive welfare

policies. Closing the year 2022, the year of restarting the modern economy .During the
pandemic, VPBank recorded outstanding business results, with an increase Significant

growth in total assets, deposit mobilization, profits... Achieving this positive result is due

to many factors, but people are one of the important links best. Even the human

foundation is considered resilience for VPBank to have today's successes into one of the

largest private banks in VietnamNam, ranked 11th in the Top 50 most valuable brands

Vietnam 2022.

VPBank employees are not only guaranteed salaries and short-term bonuses, but also

long-term bonuses. In 2022, salaries for employees will be reviewed and adjusted to be

about 30% higher than the market average. Not only that, preferential loan interest rate

programs; Welfare programs, such as holiday and hospitality gifts, senior benefit

packages for managers, or programs to improve physical and mental health to increase

the value of happiness in the workplace job; The bank's policy of recognizing employee

performance... is always maintained and expanded, in order to promptly motivate and

encourage employees to do their best work more productively and effectively. The

process by which VPBank ensures to find the right person, for the right job, at the right

time includes:

Recruitment and selection: is organized according to the goals and requirements of the

bank's business development strategy and annual plan. VPBank's recruitment principle is

public announcement to ensure fairness, equal opportunities for all candidates and

compliance with all recruitment regulations and procedures of the bank.

Regarding recruitment method, candidates will be recruited and interviewed directly with

the Human Resources Department or interviewed online via Microsoft Team. VPBank has

recruited and appointed domestic and international experts to key positions.

Recruitment information is displayed through the bank's website and on mass media

such as "Top CV", "Vieclam24h"... The website will provide full information about
positions recruitment and social welfare help potential external candidates gain more

knowledge and peace of mind when applying to VPBank (Anon., n.d.)

Training and development: Training is a program that helps employees learn specific

knowledge or skills needed to improve their current job performance. For VPBank, talent

is the most valuable asset, a core value that helps create difference and sustainable

development. Therefore, human resource management and human resource training

activities are always consolidated and refined with the orientation of making VPBank an

ideal destination for high-quality human resources throughout the industry.

VPBank is one of the emerging joint stock commercial banks in investing in building and

improving the E-learning training system, building a capacity framework and training

program for each position, and developing internal capacity. in teaching, innovating

teaching and learning methods, enhancing student experience, and building an active

learning culture throughout the bank. In 2022, VPBank Academy successfully

implemented many training programs. The programs have rich content and diverse

learning formats (face-to-face, online and combined - Learning Hybrid). With large

investment from the bank, the ILEAD 2022 program has become one of VPBank's

prestigious training brands, leaving many good impressions and great influence

throughout the bank. Each year, VPBank organizes the Mandatory Training Program in

two official periods and one additional period to ensure completeness. During the past

time, especially in 2022, VPBank has continued to develop and deploy programs to

attract and retain talents, such as the CR (Critical Roles) program for key positions of the

bank, succession planning program (SP), VPBank Potential Manager program -VPBank

Gennext (VPG)... Competitive and fair rewards and remuneration policies are

implemented. Not only that, at VPBank, employees are always trusted and created with

conditions so that each individual can develop their abilities and capabilities, thereby

contributing and contributing their best to the bank. Talking about training programs at
VPBank, the training program for mid-level leaders called iLEAD was launched at the end

of 2019. In coordination with reputable partners in the market and the implementation

team Extremely dedicated, the iLEAD training program is carefully designed, in-depth and

highly practical. Students are selected from many different units and accompany each

other on a 6-month learning journey. The program has attracted hundreds of employees

across the country to work at every branch nationwide. (vpbank, 2023)

Reward policy: The reward regime in an enterprise is the process of taking care of the

material and spiritual lives of employees to complete assigned tasks, contributing to

achieving the goals of the enterprise. VPBank focuses on building a management culture

based on capacity. The new salary structure based on job position and performance is

applied to motivate employees to work well. Employees are supported in career

development to develop their potential such as promotion or election. Recognize and

evaluate employees' contributions and achievements to have appropriate reward

regimes. In addition to benefits for employees such as competitive total compensation,

linked loan program, VPBank Care insurance for employees and relatives, flexible

working hours (vpbank, n.d.).

Evaluate job performance: Currently, banks are interested in evaluating the work

performance of officers, employees, and workers using many different tools, criteria and

methods. Evaluation can be performed periodically or in necessary cases. Vietnam

Prosperity Joint Stock Commercial Bank (VPBank), has assigned targets to each branch

according to capacity. The Board of Directors and management meet to agree and assign

targets to each employee. Based on assigned targets and combined with the job

description, criteria will be provided to evaluate job performance. The evaluation is

conducted according to a methodical and specific process. VPBank has developed an

evaluation process consisting of 05 steps: (i) Employees fill in their own job information

according to the bank's job evaluation form; (ii) Direct managers conduct evaluation,
grading and scoring; (iii) The Board of Directors re-evaluates based on the results that

direct managers evaluate; (iv) Depending on level, employees will have a superior

manager confirm the evaluation results and give the final results; (v) Notify evaluation

results to employees. Employee evaluation is carried out by department heads and

boards every three months as a basis for calculating salaries and bonuses for employee

achievements. Through the results of job performance evaluation, the bank has a better

overview and evaluation of employees, thereby serving as a basis for determining

salaries and motivating employees through proper recognition of achievements. their

achievements, helping them stick with the bank.

IV. VPBANK'S DIGITAL TRANSFORMATION PROCESS

VPBank is ahead of the digital transformation trend. Promoting extensive digitalization in

risk management activities is one of the top goals in VPBank's 5-year strategic period

2018-2022. From the early days of implementing Basel, VPBank has focused on

developing a comprehensive risk management system to support the automation of

calculating risk metrics, controlling risk appetite and report case. A centralized data

model has been built with data extracted - transmitted - processed from the bank's raw

data sources to be included in automatic calculation tools according to Basel standards,

IFRS 9 or related standards. For many years, VPBank has successfully built a large set of

models applied to key customer segments and also at the product level along the entire

customer credit life cycle, from the beginning of applying for a loan. time to stop using

the service. Models have helped banks make more effective credit decisions in selecting

customers, especially during the epidemic period with prudent credit policies. VPBank

currently owns one of the most modern debt collection centers and is equipped with the

most advanced technology, to optimize debt collection productivity, reduce operating

costs as well as improve customer experience. Recognized with prestigious awards and

important certifications for tireless efforts. VPBank has implemented a comprehensive

digital transformation strategy for many years. In the past few years, VPBank has

implemented a transformation strategy Comprehensive digital transformation, bringing

the bank's financial services and products to digital channels, even customer care

services. Currently, 100% of VPBank's products and services can be provided through

digital channels for better customer experience. For individual customers or small and

medium-sized enterprises, opening online accounts through banking apps such as

VPBank NEO and VPBank NEOBiz has become much simpler and faster thanks to the

eKYC method (Anon., 2022).

As one of the pioneering banks, leading in digital transformation, VPBank has achieved

significant achievements such as: Excellent digital bank for small and medium

enterprises in Vietnam in 2022 from Global Banking & Finance Review . Previously,

VPBank for the 4th consecutive year (2018 - 2021) was named in the list of "Outstanding

digital transformation banks" awarded by the International Data Group (IDG) under the

sponsorship of the State Bank of Vietnam (Anon., n.d.).

Digital transformation affects VPbank's HRM

Digital transformation manages employee information more effectively, works more

efficiently, increases labor productivity, not only that, digital transformation allows

employees to use human resources management software to access information

everywhere. anytime, anywhere, helping them be more proactive at work, working in

flexible space and time. Bank employees are also customers to whom the human

resources department provides services. Digital transformation also gives them better

experiences when working in a modern environment. You can look up personal

information, salary, benefits, and records anytime, anywhere. Instead of the traditional

time-consuming process of requesting, waiting for approval and processing documents,

the digitalization process takes place almost instantly and employees also benefit from

advanced HR services. Digital transformation provides VPbank with online tools and
platforms to promote vacancies and attract applied talent. Banks can use recruitment

websites, social networks and candidate management systems to improve the

recruitment and selection process to help increase the ability to find and attract qualified

and skilled employees. matches job requirements. Effective job evaluation: Allows

VPbank to apply online performance management tools and software to evaluate and

monitor employee performance. Companies can use online scorecards, feedback

applications, and performance appraisal tools to measure and provide feedback to

employees. Digital transformation offers opportunities for innovative and effective

learning and development initiatives. VPBank has leveraged e-learning platforms, virtual

classrooms, and mobile learning applications to provide training programs to employees

no matter where they are. This allows employees to continuously learn, upskill and reskill

to adapt to the changing digital landscape.

V. A PROPOSAL OF THE TALENT ACQUISITION STRATEGY

5.1 Recruitment and Selection

Applied at the bank with the supervision of the human resources department after a

period of employment of former employees and based on their results. VPBank

employees may be ready to fill the vacancies your business needs. Banks can rely on

personal profiles, where each employee has the most basic and detailed information

such as: educational level, professional experience, and certain strengths. From there,

the bank can select suitable candidates. VPBank can also recruit through websites,

newspapers, magazines, and household employment orientation to find talented

candidates or can participate in job search festivals and can also make connections.

Collaborate with the job introduction center to contribute to enriching your resources.

After recruitment, the bank conducts employment screening through probationary

interviews. If the individual passes the test, the bank's Human Resources Department will

contact them via email and receive a probationary period.

5.2 Employer branding

A company's internal culture should be the foundation for a great employer brand. In

other words, if you want potential employees to think highly of your organization, it must

in fact be a great place to work. Listening to your company's employees is the best

method to determine how strong your company's culture is. Find out specifically what

they like most about working for VPbank and what they believe sets VPbank apart from

other banks, through anonymous surveys or face-to-face interviews. Furthermore,

nothing attracts talent to a company more than talented employees. Talented

missionaries are always in demand with top candidates. Establishing a strong team of

employees that represents the corporate brand is very important. Candidates may be

impressed with the company brand, but ultimately, they need to be attracted to the

talented people they will be working with. Not all VPbank employees are perfect

recruiters, but they will become true Brand Ambassadors. Therefore, the employee

advocacy marketing campaign was born to build the Employer Brand. This includes

nurturing and encouraging employees to become trusted advocates of the image and

brand by organizing internal activities such as rewarding employees for good

performance or handing out items valuable for brand image. For example, give an

employee a water bottle with the company logo for their birthday and post it to their

story. This is definitely one of the best ways to spread information about VPbank

naturally and discreetly.

5.3 Onbording
VPBank, with a modern technology foundation and strong financial potential, has been

investing in building a team of professional, experienced personnel with enthusiasm and

determination to build VPBank into a leading commercial bank head. However, if you
want to have "expensive" and competitive human resources, you must consider human

resources as the core element and valuable asset of the bank. Therefore, human

resources policies need to be developed with the goal of turning human resources into

VPBank's leading competitive advantage. This human resource policy needs to put the

relationship between the bank and employees at the center of the policy, with the

highest goal being that VPBank's development always goes hand in hand with job

satisfaction and employee benefits labor.

First, VPBank can enhance the building and promotion of its employer brand. This may

include creating a positive image of the bank, work culture, development opportunities

and benefits of employment at VPBank. Spreading the word about your commitment to

training and professional development is an important part of attracting talent.

Strengthen relationships with universities and training organizations, be able to establish

and maintain close relationships with prestigious universities and training organizations.

This could include participating in student meetings, career forums, or offering

internships to attract young talent.

Provide opportunities for advancement - attractive management: VPBank can ensure the

recruitment process is designed to create a positive experience for candidates. All levels

of management have access to special learning opportunities that can help

employeesadvance their careers and better themselves. Keeping employees happy is

important, for instance,whether employees want to be challenged and rewarded or if

they want feedback and evaluation of training results on theirperformance in day-to-day

work. All levels of management have access to special learning opportunities that can

help employeesadvance their careers and better themselves. May include providing

detailed information about the recruitment process, enabling candidates to demonstrate

their abilities and potential through exercises or interviews, and maintaining good

relationships with candidates during throughout the recruitment process.

Grants are given: While developing strategies to entice employees to finance today's

firms, making full payment for work-relatedamenities like lunches, parking, travel

expenses, and other perks is a crucial consideration. This makes them more loyal

employeesand shows that the company is always in their best interests. In the context of

a complicated epidemic, VPBank has promptly had policy solutions to take care of the

lives and well-being of officers and employees through COVID-19 vaccination programs;

support costs for infected cases...

VI. CONCLUSION

In summary, this research proves that human resource management plays an extremely

important role in the organization of VPBank. Human resources are very important for

VPBank's operations, especially when the bank has a strong workforce. Huge global

dynamic of managers and employees. For businesses to operate effectively, the right

human resources strategy and digital transformation applications will be the golden keys

to help VPBank open successfully. Through the process from building recruitment

branding to rewards, VPBank deserves to be among the top most valuable banks in the

world.
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