Assignment mẫu: HUMAN RESOURCE MANAGEMENT STRATEGY

Assignment Luận Văn Group xin gửi các bạn bài assignment mẫu: HUMAN RESOURCE MANAGEMENT STRATEGY

EXECUTIVE SUMMARY 1

TABLE OF CONTENT 2

1. INTRODUCTION 3

1.1. About Agribank 3

1.2. Agribank – Organizational structure 3

1.3. Agribank – Organizational culture 4

2. HUMAN RESOURCE MANAGEMENT STRATEGY 5

2.1. Current Human resource management at Agribank 5

2.2. Human resource challenges 6

2.2.1. Recruitment and retaining Talented Employees 6

2.2.2. Training and development 7

2.3. Human resource gaps for an increase of growth 8

2.3.1. Promotion procedure in accordance with organizational structure and State direction 8

2.3.2. Lack of training for customer service improvement 8

2.4. Strategy to increase productivity toward Human resource gap 9

2.4.1. Training and development 9

2.4.2. Career promotion practices – retention and engagement 9

2.5. Recommendation on key performance indicator for measuring employees productivity levels 10

3. CONCLUSION 11

REFERENCE LIST 13

1. INTRODUCTION

1.1. About Agribank

Agribank is known as the State-own commercial bank in Vietnam. The bank is a leading role for the mission of developing agriculture and rural areas (Agribank. Homepage 2019). The 2017 recorded the profit growth of Agribank at 20%, reaching VND 5018 million. The total assets of Agribank reached VND 1.2 trillion. Since the establishment in 1988, Agribank has been sustained its steady growth and business efficiency. It has always been an effective actor on behalf of the Party and State in developing agriculture and rural areas. Furthermore, Agribank is a Vietnamese leading bank that affirms international economic cooperation as well as foreign projects. It actively contributed to the community via social activities and charity programs.

With more than 63.4 trillion VND for the capital, 70.1 trillion VND of total assets, almost 40,000 employees working in 2,300 branches and trading offices at the end of 2013, Agribank is Vietnam’s largest financial institution. In order to maintain its competitiveness, the bank is constantly focusing on developing its human resources by enhancing the existing staff and actively recruiting talents. However, with the emergence of financial institutions, banks and international insurance companies, the recruitment of talent is becoming a fierce competition.

1.2. Agribank – Organizational structure

It is stated that the organizational structure reflecting the methods and process of how the work carried and linked in order to deliver value to customers as well as achieve organizational expectations (Hammer 2001). The interrelation between organizational structure and human resource management policies will impact on the employees’ performance via the encouragement of participation and involvement. The human resource management at Agribank maintains the traditional feature with functional organizational structure. Particularly, it is functionalized by various departments acquiring specific skill sets. The leading managing board is the General Director under committee’s policy, risk management, personnel, asset-liability committee, investment and internal audit.

Figure 1Organizational structure of Agribank Vietnam

The functional structure of Agribank helps to ensure the control toward its enormous networks with an effective communication flows. Furthermore, a descriptive function would help Agribank in easing the recruiting process with transparent, unique decision criteria and the ability to train through clearly defined content and needs analysis.

1.3. Agribank – Organizational culture

Organizational culture suggests that informal behavior, such as behavioral norms, rituals, jargon, stories is only specified by the organization. Culture reflects the cross-functional integration of employees and beliefs and principles. As a state-owned bank, with the centralization of the power of the board of directors, the Agribank still maintains its power culture. This culture is consistent with the top-down communication approach proposed in the banking structure. As a result, strategic decision-making processes and operational implementation can be rigorous and, in some cases, may be bureaucratic and not sufficiently flexible (Schuler and Jackson 2007). The core cultural values of Agribank are honesty – discipline – creativity – quality – efficiency. Indeed, in order to achieve core cultural values, the transformation of organizational culture styles requires greater flexibility and external focus, from hierarchical to clan culture.

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