Professional Documents
Culture Documents
ASSIGNMENT
CGS00017332
CONTENT
EXECUTIVE SUMMARY
CHAPTER 1: INTRODUTION
1. About Vietcombank
2. Vietcombank Ho Chi Minh City Branch
CHAPTER 2: REALITY OF HUMAN RESOURSE IN VIETCOMBANK HO CHI
MINH CITY
1. Reality of HR inVietnam
2. Organization and training of VCB
3. Human Resource in risk management department
3.1. Function of risk management department
3.2. Some problems
3.2. Consequences
CHAPTER 3: SOLUTIONS TO PERFECT TRAINING PROGRAM
1. Orienting development of Vietcombank Ho Chi Minh City
2. Training solutions to the risk management department
3. Training program
CONCLUSION
EXECUTIVE SUMMARY
Human resource is a pillar of business operations, human resource abundant and high quality
is the key factor determining the success of enterprises. Enterprise with modern technology,
good service, solid infrastructure, but if the lack of sufficient number of employees and the
enterprise level it is difficult to survive and build long-term competitive advantage. Human
make differences between firms. However, as a factor of production and business activities of
enterprises, human resource management should be a reasonable way to be able to leverage
its full potential. Based on such an objective, the document includes the following contents:
-
Department.
Overview of the human resource in Vietcombank Ho Chi Minh City and Risk
Management Department.
Some problems in Risk Management Department that not meet banks requirements.
Finally is solutions to perfect the training program.
CHAPTER 1: INTRODUTION
1. About Vietcombank:
Vietcombank the full name is Joint stock commercial Bank for Foreign Trade of
Vietnam is the first state commercial bank chosen for pilot privatization by the Government.
Established in 1963, Vietcombank (VCB) is now among the biggest commercial
banks in Vietnam, with an extensive network of nearly 400 branches, transaction offices,
subsidiaries and representative offices in and outside Vietnam, and more than 1,700
correspondent banks in 120 other countries and territories in the world. Being a universal
bank with strong advantages in retail, wholesale, and investment banking, VCB is always
ready to satisfy its customers with a wide variety of financial and banking services, both
traditional and modern, at the highest quality. During more than 50 years of development,
VCB has contributed significantly to the stability and growth of national economy, upholding
the role of a major foreign trade bank in facilitating efficient domestic economic growth as
well as influencing considerably on regional and global financial community. VCB is also the
first and so far the only Vietnamese bank that made its way into the first 500 group, being the
445th, in the latest Top 1.000 World Banks 2013 ranking announced by The Banker in July
2013. For more than a decade, Vietcombank (VCB) has continuously rated as "Best Bank in
Vietnam" by prestigious institutions around the world on many important operation fields.
The bank have more than 300 people with 52 departments include 31 transaction
officers in over the city. This is the biggest branch of Vietcombank in Ho Chi Minh city.
CHAPTER 2:
REALITY OF HUMAN RESOURSE IN
VIETCOMBANK HO CHI MINH CITY
the cooperation of enterprises. Whenever enterprises receive real use of internship students,
the quality of graduates will be improved and we will have hight quality workers for social.
2. Organization and training:
- Organization of Vietcombank:
Organization of Vietcombank
2011
2012
2013
22
195
54
209
87
293
66
151
145
218
211
269
35
71
104
82
192
276
(Source: Organization and Administration department)
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be involved and no voice in the decision making process of the bank. The Board of Directors
should be aware of the major aspects of the banking institutions operational risks as a
distinct category that should be managed, and it should approve and periodically review the
banking institutions operational risk management framework. The framework should provide
a firm-wide definition of operational risk and lay down the principles of how operational risk
is to be identified, assessed, monitored, and controlled/mitigated. Boards of directors have
ultimate responsibility for the level of operational risk taken by their institutions. The board
of directors should approve the implementation of an institution-wide framework to explicitly
manage operational risk as a distinct risk to the banking institutions safety and soundness.
The board should provide senior management with clear guidance and direction regarding the
principles underlying the framework and approve the corresponding policies developed by
senior management.
- The staff of banking and finance industry is slow to reform, little knowledge and
professional. An operational risk framework should be based on an appropriate definition of
operational risk which clearly articulates what constitutes operational risk in that banking
institution. The framework should cover the banking institutions appetite and tolerance for
operational risk, as specified through the policies for managing this risk and prioritisation of
operational risk management activities, including the extent of, and manner in which,
operational risk is transferred outside the banking institution.
- Remuneration policies and subsidies are not associated with risk management results
to motivate. Senior management should ensure that the banking institutions remuneration
policies are consistent with its appetite for risk. Remuneration policies which reward staff
that deviate from policies (e.g. by exceeding established limits) weaken the risk management
processes. Particular attention should be given to the quality of documentation controls and to
transaction-handling practices. Policies, processes and procedures related to advanced
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leadership of these organizations sued, arrested, wanted ... This situation is raised bells
province of corporate governance and risk management activities at the bank, not only affects
the organization, not only resulted in a number of implications for the social economy of
Vietnam, but also affecting directly to life of the strata.
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The Banker magazine has published the results of 1000 ranked the world's leading
banks (2013) - Top 1000 World Banks Ranking 2013. Accordingly, Vietcomabank ranked the
No.1 in Vietnam and 445/1000 in bank head world. (Source: http://www.tapchitaichinh.vn/)
Is a member of the Bank for Foreign Trade of Vietnam, Ho Chi Minh City Branch
have orient follow Vietcombank. In particular, continue to improve organization and risk
management through enhanced operational efficiency of all levels of the apparatus as well as
efficient coordination between departments; Gradually increasing the role of test apparatus,
control, internal audit; Improving risk management capabilities through the implementation
of comprehensive solutions, which focus on the completion of the measurement model, risk
management in banking activities; build a complete system of policies and risk management
tools unified, advanced; improve risk management culture; Ensuring the safety factor as
prescribed by the State Bank and step by step approach to international practices; Improving
the quality of human resources, seen as key step to innovate, create breakthrough; Enhanced
training and retraining staff; innovative recruitment, planning, appointed officials; ensure
transparency and arrange the right people, the right; Improve mobility for management
positions at all levels; Improving policies salaries, bonuses based on matching capabilities
and contributions of employees, motivate staff Vietcombank continued joint efforts for the
development effort of the bank.
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3. Training program
3.1. Identify training needs:
Identify training needs to identify, arrange the order of the objectives, deciding the
priority for each field or training objects. Identify training needs for each person: With young
people they need train skill, profession, experience Leaders need analyzing data, long-term
vision
Identify the training must be follow the principle SMART (Specific, measurable,
Achievable, realistic, timebases)
Understand the systems and procedures needed to track, monitor and manage these
risks.
Have an understanding of how the bank's capital is allocated to each of these risks
Activities:
- Identify banks need
- Identify duty of labor
- Identify labors need
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skills training. For the program of professional training, teachers may be leading bank or
financial reporting senior staff.
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Employees apply their knowledge to work is the answer to the question of course was
how helpful in improving work efficiency. This assessment takes time, about 3 to 6 months
after the training will be assessed. The assessment should be carried out several times to
determine the overall change. This assessment is complex and difficult to implement, need
more time to collect and analyze data.
- Result: training program impacts how to organize. This level is the most important
because it is reflecting the results of the training process, the desired effect of business.
This level is difficult to assess because the most time consuming and funding to
collect data and analyze them. This assessment is difficult because many other factors
affecting the operation of the organization and the individual changes.
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CONCLUSION
The competitive pressures in banking are increasing the pace of innovation and the
complexity of the business. The need is continuous vigilance in internal controls and risk
management by the banks. Risk-management practices are also affecting the global financial
system.
Improving the quality of human resources of an enterprise is the problem of businesses,
schools, society, the state and the workers themselves. The trend of transition to the
knowledge economy requires an individual right to own stop learning new knowledge.
Any organization that wishes to obtain a staff of high quality in order to improve business
performance. During operation of the business always arise problems, so the training is
always needed and continuously. Training helps employees understand the work and the work
done efficiently.
Human resources is a key factor determining the development of the business. The
preparation of the human resource of high quality contribute to developing a strong financial
background. well as human resource management will ensure the sustainable development of
enterprises.
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