NATIONAL ECONOMICS UNIVERSITY

INTERNATIONAL SCHOOL OF MANAGEMENT AND ECONOMICS

HIGHER NATIONALS
BTEC HIGHER NATIONAL DIPLOMA IN BUSINESS (RQF)

Unit Code, Number and Title

D/508/0491 – Unit 6: Managing a Successful Business Project

Semester and Academic Year Semester 2, Academic year 2021-2022

Unit Assessor(s) Ms. Pham Tran Minh Trang; Mr. Nguyen Van Dai
Ms. Pham Thu Van; Ms. Phan Thu Trang

Assignment Number and Title MSBP: Managing a Research Project (Assignment 1 of 1)

Logbook 1

Submission Date 5.00pm 02/03/2022

Student Name Nguyen Le Minh Anh

NEU Student ID 10200539 Pearson ID

Plagiarism is a particular form of cheating. Plagiarism must be avoided at all costs and students who break the
rules, however innocently, may be penalised. It is your responsibility to ensure that you understand correct
referencing practices. As a university level student, you are expected to use appropriate references throughout
and keep carefully detailed notes of all your sources of materials for material you have used in your work,
including any material downloaded from the Internet. Please consult the relevant unit lecturer or your course
tutor if you need any further advice.
I certify that the assignment submission is entirely my own work and I fully
Student declaration understand the consequences of plagiarism. I understand that making a false
declaration is a form of malpractice.

Student name / Signature Minh Anh Date:

 Logbook 1
Scope of Research

Points to consider as follows:

1. What is your ‘tentative’ research title? (Why did you choose the
field/industry/sector to do research on?)

- My ‘tentative’ research title is “Changing performance and talent

management in the digital era for organizations in the financial-
banking sector”. The reason I chose this title for my research is because
Banking is one of the leading fields in applying digital achievements.
Moreover, talent management (TM) is a very new topic, applied by many
successful companies in the digital transformation era. And it has the
starting point of the company's strategy so the higher percentage is
correct the human resource strategy, which corresponds to the relevant
company's talent management strategy. Therefore, conducting research
and analyzing the perception of bankers related to TM will make it easier
to make recommendations to improve the impact of TM activities in the
digitization period. In addition, I have reliable sources from people I
know who work in this field. I will choose Hanoi as my research location
because I am currently living and studying here.

2. What are the problems in the field/industry/sector that you are doing
research on in terms of the transformation in workplace? (Provide with
some real data and accredited sources)

- Assoc. Prof. Dr. Dinh Trong Thinh - Academy of Finance said that
Vietnamese banks currently have favorable conditions for digital
transformation. Firstly, the number of Vietnamese people using
smartphones is increasing. Second, the bank staff are subject to a certain
level of information technology. Third, Covid-19 has brought the
financial and banking system to a halt as well as the production and
business system, which is the time for banks and businesses to train and
retrain their staff. Apply digital technology in the best way.

As mentioned, how to manage human resources to match the trend of

digitization is a "headache" problem not only for Vietnamese banks but
also for banks around the world. In fact, digital technology has changed
the communication and processing process, requiring less labor to create
 high productivity, the ability to interact with the community, and reduce
risks compared to traditional transactions. That will inevitably lead to a
redundancy of some bank staff as well as managers, but experts also
noted that machines cannot completely replace humans, especially in
some areas. stitch as control.

- Besides, Ms. Nguyen Thi Hien - Deputy Director of Banking Strategy

Institute said that products and services or methods of providing products
and services of Vietnamese banks are still relatively simple compared to
banks in Vietnam. developed countries. This requires banks to think
about developing new areas and new goods that banks can best apply in
the future. More specifically, these are micro and utility products and
services, aiming to promote financial inclusion to remote areas and small
community groups, thereby making full use of the bank's capacity.
current goods. Therefore, human resource management must be
considered as a division strategy, in harmony with the business strategy
and general development strategy of the bank.

- In the employee survey we received 43 valid answers, the target

number being 110 (the response rate was 39%). The profile of the
survey respondents is the following:

a) 61.4% of the respondents are females;

b) 50% of the respondents are aged between 35-45 years, 31.8% between 25-35
years, 11.4% between 45-55 years, 4.5% between 18-25 years and 2.3% over 55
years;
c) 31.8% of respondents have a work experience between 8-12 years, 25%
over 16 years, 20.5% between 4-8 years, in equal percentage between 12-16
years and only 2.3% of respondents have a work experience between 0-4 years;
d) 43.2% of the respondents have a work experience on the job between 1-3
years, 31.8% between 4-6 years, 13.6% over 6 years and only 11.4% under 1
year.
e) 79.5% of the respondents occupy middle positions, 13.6% top positions and
6.8% occupy entry level positions.

Regarding the respondents' opinion on the approach taken by the

company they belong to, the data is as follows:
a) 61.4% of the respondents consider that the inclusive approach is the most
appropriate approach, all employees being regarded as having a talent,
b) 38.6% of the respondents consider that the exclusive approach is the most
appropriate approach, according to which not all employees are talented.

We note that the respondents' opinion reflects the approach the

studied bank promotes according to the interviewed HR specialist.

With regard to identifying the employees' knowledge of programs,

actions or activities undertaken by the bank which they consider to be
classified as TM actions, the data are:

- 84.1% of the respondents confirm that they know projects, programs or

activities that can be categorized as talent management and development
actions,

- 15.9% of the total number of respondents believes that they do not know any
projects or actions that could fall within the limits of the TM concept.

These results indicate that the numerous programs and projects the bank
claims to offer to its employees are known and appreciated by the
respondents to the survey.

Regarding the respondents' perception of the importance given by

the Bank to Talent Management, the data gathered are: most
respondents (43.2% and 29.3%) consider that Bank A gives great high
or very high importance to talent management, only a small percentage
(2.3% and 6.8%) considering that the group attaches little or no
importance to the concept. We can say that these answers largely reflect
the organization's approach to TM, which is also known by the
employees who participated to the survey.

3. Please list at least 03 research objectives to be achieved to complete your

research report.

- Research objective 1: Discuss favorable conditions for digital

transformation in the workplace of the financial-banking industry in
general and Vietnamese banks in particular.
 - Research objective 2: Analyze the impact of digital technology to help in
the strategic human resource management process of the bank to change
the performance of products and services.
- Research objective 3: Propose changes in human resource management to
match the current digital transformation trend of banks.

4. Summarise at least 5 research articles you have found with some general
background definition, concepts relating to your research interest

1. Stefano Cantù (2021), “How bank can buid their future worforce-today”.
[online] McKinsey&Company. Available at:
https://www.mckinsey.com/industries/financial-services/our-insights/
how-banks-can-build-their-future-workforce-today

McKinsey research shows that redeployment with effective reskilling is 20

percent more cost-effective than “hiring and firing,” as it reduces the number of
new hires and the number of layoffs needed. It also boosts an employer’s brand
reputation by building a healthy employee value proposition marked by robust
investment in people. However, to many HR leaders, reskilling has always
seemed like a complex and lengthy process that requires a lot of preparation and
shows impact only in the medium or long term, which has slowed its adoption
by large organizations.

2. Nicoleta Dorina Racolța-Paina et al (2019), “THE TALENT

MANAGEMENT STRUGGLE IN THE BANKING SECTOR –
EFFORTS AND ACHIEVEMENTS. THE CASE OF A COMMERCIAL
BANK FROM ROMANIA” . Available at:
https://www.researchgate.net/profile/Nicoleta-Racolta-Paina/publication/
334479960_THE_TALENT_MANAGEMENT_STRUGGLE_IN_THE_BANK
ING_SECTOR_-
_EFFORTS_AND_ACHIEVEMENTS_THE_CASE_OF_A_COMMERCIAL_
BANK_FROM_ROMANIA/links/5d2d922792851cf440874283/THE-
TALENT-MANAGEMENT-STRUGGLE-IN-THE-BANKING-SECTOR-
EFFORTS-AND-ACHIEVEMENTS-THE-CASE-OF-A-COMMERCIAL-
BANK-FROM-ROMANIA.pdf

Banking is one of the leading fields in applying digital achievements.

Talent Management (TM), a very new topic, adopted by many successful

companies, has as its starting point the strategy of the company, more exactly
the human resources strategy, respectively the talent management strategy of
the company concerned. This paper presents the issue of managing and
developing the most suitable people in banking, a sector in which the Racolța-
Paina N. D., Bucur A. C., 2019, doi.org/10.33605/croma-012019-005
Contemporary Research on Organization Management and Administration, Vol.
7 (1), 2019 59 increasingly tough competition for talent requires the imperative
implementation of talent management (TM) strategies, processes and programs.
Considering this, the paper seeks to analyze the efforts of TM companies, more
precisely at the level of practices and instruments, with a special interest for
commercial banks.

3. J Jerry Moses (2019), “The future of talent in digital banking”, [online]

PEOPLE MATTERS. Available at:

https://www.peoplematters.in/article/talent-management/the-future-of-

talent-in-digital-banking-23529

Digital technologies are radically transforming the world of banking. The

growth in digital technologies has been phenomenal. In just the last five years,
according to data from the RBI, the volume of digital payments has moved from
6.09 million in 2013 to 24.33 million in 2018

“Banks will need to have a different mindset in the way they treat employees. It
is not just money that today’s talent is after—it is meaningful work, flexible
methodologies (like letting them work in smaller groups and across groups), and
being challenged by working with more agile teams,” Kurane said.
To succeed in the marketplace of talent, banks will need to get better at not just
identifying and reskilling, they need to build an organizational culture of 
continuous learning. In essence, they need to be an employer brand that is
perceived as a great place to work.

4. Khuê Nguyễn (2020), “Giá trị nhân lực ngân hàng thời kỳ số hoá”. ”,
[online] Thời báo ngân hàng. Available at:
https://thoibaonganhang.vn/gia-tri-nhan-luc-ngan-hang-thoi-ky-so-hoa-
106847.html

Ngân hàng là một trong những lĩnh vực đi đầu trong áp dụng thành tựu số hoá.
Khi hàng loạt các công việc chuyên môn được đưa vào quy trình tự động hoá,
các ngân hàng sẽ bắt đầu quá trình thay đổi nhân lực bằng việc cắt giảm số
lượng lao động. Tuy nhiên phải làm gì với công tác quản trị nhân sự, phát triển
nguồn nhân lực phù hợp với thời đại số để mang tới những kết quả tích cực cho
ngân hàng là một bài toán không đơn giản. 

Trao đổi với phóng viên, PGS-TS. Đinh Trọng Thịnh - Học viện Tài chính cho
rằng, ngân hàng Việt Nam hiện nay đang có những điều kiện thuận lợi cho việc
chuyển đổi số. Thứ nhất, số lượng người dân Việt Nam sử dụng điện thoại
thông minh ngày càng nhiều. Thứ hai các cán bộ ngân hàng là đối tượng có
trình độ công nghệ thông tin nhất định. Thứ ba, Covid-19 khiến hệ thống tài
chính ngân hàng cũng như hệ thống sản xuất kinh doanh ngưng trệ, đó là thời
gian để các ngân hàng, doanh nghiệp có thể đào tạo và đào tạo lại cán bộ của
mình, từ đó ứng dụng công nghệ số một cách tốt nhất.
Như đã nói, công tác quản trị nhân sự làm sao để phù hợp với xu hướng số hoá
là bài toán “đau đầu” không chỉ của các ngân hàng Việt Nam mà còn đối với
các ngân hàng trên thế giới. Trên thực tế, công nghệ số đã làm thay đổi quá
trình giao tiếp, xử lý công việc, cần ít hơn lao động để tạo ra năng suất cao, khả
năng tiếp xúc với cộng đồng, giảm rủi ro so với việc giao dịch truyền thống…
Điều đó tất yếu sẽ dẫn tới dôi dư lực lượng một số cán bộ ngân hàng cũng như
cán bộ quản lý, nhưng chuyên gia cũng lưu ý, máy móc không thể thay thế hoàn
toàn con người được, đặc biệt ở một số khâu như kiểm soát.
Vì thế, vị này cho rằng bản thân các ngân hàng phải có chiến lược và hoạch
định những chương trình đào tạo phù hợp, bắt tay vào quá trình đổi mới công
nghệ, chủ động đào tạo lại cũng như cập nhật kiến thức cho cán bộ của mình.
Có thể phối hợp với các tổ chức hoặc trung tâm đào tạo chuyên nghiệp để cải
thiện kỹ năng chuyên nghiệp của nhân viên ngay cả khi họ đang làm việc. 

5. Pssat (2019), “Best Practice of Talent Management and Skills in Industry

4.0 Era: The Case of Banking Industry”. [online] CENTER FOR
SOUTHEAST ASIAN SOCIAL STUDIES UNIVERSITAS. Available
at: https://pssat.ugm.ac.id/best-practice-of-talent-management-and-skills-
in-industry-4-0-era-the-case-of-banking-industry/

The fourth industrial revolution, commonly known as Industry 4.0, is bringing

rapid technological advancements -powered by the rise of digital technologies:
cloud, big data, Internet of Things, Analytics, and Machine Learning-, changing
the nature of work and increasing demand for a skilled workforce. Technology’s
impact on the workforce was inevitable, adding that the most important action
was responding to digital developments to optimize the workforce and its
talents. Hence, industry 4.0 is rapidly transforming not only IT but business in
general, particularly in terms of human-technology relationships.
The demands of the employees in industry 4.0 have been slowly transformed.
Technologically-skilled labor, critical thinker, and creative labor are the most
preferable employee in industry 4.0. Meanwhile, basic skills are mostly not
applicable in this industry. These led to the emergence of skill gap—the gap
between expertise’ needs and the capacity of the workforce. Therefore, human
resources contribute to the challenges towards IR4.0 that have been threatening
the global business economy. As a reference, there was a survey involving 123
Human Resource senior managers, which revealed that 70% of the problem is
due to incoming worker’s poor skills, 61% Baby Boomer retirements and 51%
is due to the inability to retain key talents. According to the McKinsey Global
Institute, it is estimated that 49 percent of the activities that people are paid to
do in the global economy has the potential to be automated by adapting
currently demonstrated technology.
Besides, the employee’s skills to cope with technology automation can be
varied depending on the sectors and mix of activity types. Many business
sectors apply the Augmented Reality Strategy, as the effort for business sectors
to apply the automation for completing the working operation. The aims are to
assist and support the human’s activity. The strategy will transform how we
learn, make decisions, and interact with the physical world. It will also change
how enterprises serve customers, train employees, design and create products,
and manage their value chains, and, ultimately, how they compete.
This writing aims to elaborate best practice of talent management and skills in
the case of Banking Industry. This sector is particularly important because,
banks have been relying on technology for quite some time to reduce costs,
optimize processes and speed up delivery time for products and services. Banks
are also feeling more pressure from clients growing expectations to offer new
digital options. Banking, from the perspective of industry 4.0, calls for an even
greater level of digitalization. However, Banking is also an industry which
relies heavily on human resources.