The establishment of series of commercial joint-stock banks’ branches in Binh Dinh resulted in the phenomenon in which the experienced staff have moved from State commercial banks and even some businesses to work at commercial joint-stock banks. This human resources transference has never happened in Binh Dinh before.
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Thanks to many preferential policies, commercial joint-stock banks are attracting the staff of State commercial banks. Photo: The staff of Sacombank’s branch in Binh Dinh transact with clients (Photo: N.Phuc)
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* Salary and promotion opportunities
There have been 6 branches of commercial joint-stock banks in Binh Dinh. They need the finance and banking-experienced managements who know well the provincial economic conditions to conduct their business immediately. This is the reason that they try to attract the staff. And the first sources are branches of State commercial banks in Binh Dinh because the staff from such banks have not only experiences (they don’t have to spend time and money on training) but available partners.
After many years working as a chief clerk at the V.State commercial bank, Mr.X are currently working as a branch manager of S.commercial joint-stock bank. His salary at the new workplace is much higher, but according to him, he works there because of not only the high salary but also the working environment helping him to carry out his intentions. In addition, if he has the ability, the promotion opportunities are unlimited.
The promotion is the important reason at the management level; meanwhile, the salary and the working environment is the reason for the staff’s leaving. “My current salary is 4 times higher than the old one; the working environment is also more comfortable,” said a former employee of the B. State commercial bank. Tens of experienced staff left the State commercial banks for such reasons. “The salary, bonus policies, and promotion opportunities of commercial joint-stock banks are much more, the update of policies is quick and flexible, and they don’t have ties as State commercial banks. When State commercial banks haven’t changed their preferential policies, we can’t prevent the staff from leaving. Once the staff are determined to leave, it’s useless to keep them,” said a State commercial bank’s high official on condition of anonymity.
According to Mr. Tran Quoc Hung, Binh Dinh branch manager of East Asia overseas national currency exchange company (belonging to the East Asia commercial joint-stock bank whose branch is to be built in Binh Dinh), each bank has its own policies to attract the employees, but the principles still are the satisfied payment, the training in specialist knowledge, and promotion opportunities, etc. Besides, commercial joint-stock banks have supporting policies for the staff’s family, such as: give presents or scholarships to help them keep their mind on their work.
The East Asia commercial joint-stock bank is to set up a first level branch in Binh Dinh in 2007 and they will need more than 30 employees. Newly graduated students will be recruited for re-training and the competitive examination will be held for the recruitment of the management, giving priority for experienced employees. According to the information we have, there have been two State commercial bank’s officers arranged in the management board of the branch.
* Obstacles due to the mechanism
Human resources are the top factor determining the development of any businesses. Keeping the human resources is much more important due to the severe competition among businesses. As mentioned above, almost the State commercial banks’ leaders we met said that the mechanism and policies in developing the personnel and the adjustment of State-owned banks are less flexible in the comparison with private-owned banks. This is the reason that many state-owned banks know that their staff are being enticed and that they will lose the staff but they can’t do anything to keep their staff.
Although most State commercial banks’ leaders know that to prevent the “domestic brain drain” is to build a policy on the personnel development, including the scientifically assessment system of the staff’s ability and achievement, the improvement of policies on salary and bonus, and the creation of a better working environment, etc., the divergence between the know-how and the realisation is still large.
The State commercial banks’ leadership and staff, none better than them, are impatiently waiting for the process of privatization. This move is more important than any change. The transference of human resources in banking is worth for not only businesses but also other sectors to pay attention to the human resources development.
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