+

RESEARCH TITLE

CANDIDATETUTORDATE OF

+OUTLINE

CHAPTER 1: Introduction CHAPTER 2: Theoretical background CHAPTER 3: Empirical evidence: Current situation of HR

Training at Agribank Trung Yen CHAPTER 4: Recommendations

+CHAPTER 1: INTRODUCTIONRationale

Human Resources Management has become a prominent factor for a firm’s competitiveness

Banks now receive more investments into human resources training and development

Agribank Trung Yen’s current HR human resource issues No long term HR training strategy Part of staffs are experienced but lack professional training

and vice versa Job analysis is poor

HR Training issues Training programs are not consistent with training needs Limited variety of training methods HR department lacks capabilities to conduct effective training Training evaluation neglected

+RESEARCH OBJECTIVES & QUESTIONS RESEARCH OBJECTIVES

To review theories on staff training that are relevant to the case of Agribank Trung Yen

To assess current situation of staff training at Agribank Trung Yen to find out existing problems and their causes

To point out what need being done to improve staff training at Agribank Trung Yen

RESEARCH QUESTIONS What theory of staff training is relevant to Agribank Trung Yen? What problems are Agribank Trung Yen facing in training HR

and their causes? What should be done to improve staff training at Agribank

Trung Yen?

+RESEARCH METHODOLOGIES

DATA COLLECTION Primary data:

Questionnaire-based surveys on 61 employees of Agribank Trung Yen Branch

Interviews with 14 middle managers and 3 HR training managers

Secondary data: reports, textbooks, academic journals, etc.

DATA ANALYSIS Survey questions based on 4-point scale Use of Microsoft Excel

+RESEARCH PROCESSSetting up research

objectives

Setting up research objectives

Secondary data (Reports, textbooks, magazines,…

Primary data (Survey with questionnaire, interviews…)

Analyzing data (Excel program)

Staff training needs, current situation of training activity at

ATY

Writing the thesis

Recommendations

Collecting data

+CHAPTER 2: THEORETICAL BACKGROUNDOverview of HR Training HR TRAINING

Gives new or current employees the skills they need to perform their jobs (Dessler, 2002)

Is different from HR DEVELOPMENT (opportunities created to help employees grow)

Plays a strategic role to improve organization’s competitiveness

Types of HR Training

Orientation/Socialization

Skills development

Career education

Training supervisors

and managers

+THEORETICAL BACKGROUNDMethods of HR Training

Methods of HR Training

On the job

Job instruction

Apprentice/Internship

Coaching/Counseling

Job rotation/Transfer

Off-the job

Education Seminars/Workshops

Computer-assisted

programsDistant Training

Behavior Modeling

+THEORETICAL BACKGROUNDProcess of HR TrainingTraining Needs

AssessmentTraining Design

Training Implementatio

nTraining

Evaluation

Organizational analysis

Task analysis

Individual analysis

Reaction

Learning

Behavior

Results

Objectives

Content

Methods

Instructors

Costs

Facilities

Materials

Time

Duration

Logistics

+CHAPTER 3: HR TRAINING AT AGRIBANK TRUNG YENOverview

Employees by department

During the past three years (2011-2013), Agribank Trung Yen held 24 short-term training courses on various topics:

- Professional banking skills and expertise

- Legal compliance

- Foreign language and computer skills

- Miscellaneous

+TRAINING NEEDS ASSESSMENT

• 49% employees agree organizational reviews are regular

• 54% agree training objectives support business and strategic goals

• More than 50% agree training policies well support professional capacity, work productivity and work result

ORGANIZATIONAL ANALYSIS

+TRAINING NEEDS ASSESSMENT (cont.)

• Job descriptions are not clear or comprehensible

• Training needs do not really base on job descriptions (58% have mixed opinions)

• Training does not really help staffs complete work tasks (59% show mixed feeling)

TASK ANALYSIS

• Staffs are frequently asked about skills and knowledge they need for their jobs (51% strongly agree)

• Training does not really satisfy personal aspiration

INDIVIDUAL ANALYSIS

+TRAINING DESIGN

Presentation of TRAINING OBJECTIVES is clear,

but objectives have not met employee needs

TRAINING CONTENT is not quite applicable to actual jobs.

39% strongly agree, 30% agree

37% show mixed feeling, 23% show dissatisfaction

More than half employees show mix feelings

Fact Statistics

+TRAINING DESIGN (cont.)

TRAINING METHODS are not really suitable.

Participants have opportunities to contribute to the lessons.

SELECTION OF TRAINERS is excellent

TRAINING COST is reasonable to employees

54% neutral opinion 89% agree

Most employees are satisfied with past trainers’ knowledge and teaching skills

48% say training costs are reasonable to them

Fact Statistic

+TRAINING IMPLEMENTATION

FACILITIES AND EQUIPMENT are well arranged

TRAINING MATERIALS are sufficient

TRAINING LOGISTICS has been poorly performed

TRAINING DURATION is reasonable

but TRAINING TIME is inappropriate

61% strongly agree

77% agree

44% say logistics are poor

66% agree

41% neutral, 39% show dissatisfaction

Fact Statistics

+TRAINING IMPLEMENTATION

OVERALL Employees are dissatisfied with the performance of

HR department Employees are overall satisfied with training quality

(46% very satisfied with training quality) Employees are excited about future training

opportunities (51% show excitement)

+TRAINING EVALUATION

• Almost never been conductedREACTION

• Usually have examinations on completion of training courses

LEARNING

• Not thoroughly evaluatedBEHAVIOR

• Business review is regularly and formally conducted

RESULT

56% say feedback never conducted

60% say there is always a training examination

52% neutral opinion

53% agree performance evaluations are frequently conducted

Fact Statistics

+SUMMARY

Strengths• Management frequently

surveys employees on their needs and desires

• Lecturers are of high quality

• Training materials are sufficient

Weaknesses• Training needs

assessment lacks efficiency

• Training objectives do not support employee needs

• Short variety of training methods available

• Training costs may cause a financial burden on branch’s budget

• Training time not suitable• HR department is not

competent• Training evaluation is

neglected

+CHAPTER 4: RECOMMENDATIONBranch strategic directions and implications for HR Training

Branch strategic directions: Secure market share and reach out to potential customers Expand range of services Focus on service quality and excellent customer care

Implications for HR training Provide intensive training for front line staffs Focus on new employee orientation

+RECOMMENDATIONS

Reinforce existing strengths Enhance training needs assessment Diversify training methods Balance training budget Schedule appropriate training time Enrich HR capabilities Revise training evaluation process Develop HR environment

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