High Turnover Rate And Job Stress Of Salesman In Orient Commercial Bank.doc

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UNIVERSITY OF ECONOMICS HO CHI MINH CITY
International School of Business
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Nguyen Ho Thanh An
HIGH TURNOVER RATE AND JOB
STRESS OF SALESMAN IN
ORIENT COMMERCIAL BANK
MASTER OF BUSINESS ADMINISTRATION
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UNIVERSITY OF ECONOMICS HO CHI MINH CITY
International School of Business
----------------------------------
Nguyen Ho Thanh An
HIGH TURNOVER RATE AND JOB
STRESS OF SALESMAN IN
ORIENT COMMERCIAL BANK
MASTER OF BUSINESS ADMINISTRATION
SUPERVISOR: PROF. NGUYEN THI MAI TRANG
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Executive Summary
Banking industry has been witnessing a lot of growth, improving on its technological
and global competition within banks. With the strategy to expand the market, OCB
has a plan to establish more than 20 branches and agencies throughout Vietnam from
2017-2020, it create the need of a huge human resource to run this business plan.
However, the turnover rate of OCB has been continuously growing by recent years.
The objective of this research is to find out what problems are affecting
OCB employee retention and making high turnover rate over recent years.
Using secondary data from the HR department and primary data from in-depth
interviews with two groups of interviewees who are the current employees and
ex-employees who quit job at OCB, the research found out that the job stress
is the central business problem that leads to the high turnover rate.
Next, in deeper analysis about potential causes of the problem, it is found
that work overload, and work-life imbalance or work-family conflict are root
causes leading to job stress .
Forwards, the paper suggests that the alternatives which is mixed combination
of the redesign and apply the new model to put the right person into right
function in sales team are proposed to reduce the job stress of OCB salesman.
Finally, the action plan with detailed steps was presented to implement this solution.
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Acknowledgements
I would like to acknowledge all people who supported me during my studies.
First, I would like to thank my supervisor – Professor Nguyen Thi Mai Trang for
all her advice and guidance, without her help this could not have been
possible. Then, I also would like to show my gratitude to my manager, my
colleagues at OCB who gave me chance to conduct the research and spent
time on interviews with me to come up the result of this thesis.
I also send my sincere thankfulness to my parents and friends for their
support and encouragement.
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TABLE OF CONTENTS
1 PROBLEM IDENTIFICATION ............................................................................................................ 8
1.1 Company background .................................................................................................................... 8
1.1.1 Company history .................................................................................................................... 8
1.1.2 Company Vision, Mission and Core Value ............................................................................ 8
1.1.3 Company structure ................................................................................................................. 9
1.2 Problem context: ............................................................................................................................ 9
1.2.1 Problem symptoms – Turnover rate status in OCB ................................................................ 9
1.2.2 Justify the consequences of the selected symptoms that lead to further investigation ......... 10
1.3 Potential problems and justify the main problem ......................................................................... 11
1.3.1 Income dissatisfaction and high turnover rate ...................................................................... 11
1.3.2 Lack of career development opportunity and high turnover rate ......................................... 12
1.3.3 Job stress and high turnover rate .......................................................................................... 13
1.3.4 Initial Cause and Effect map: ............................................................................................... 15
1.3.5 Problem justification ............................................................................................................ 15
2 CAUSE VALIDATION: ...................................................................................................................... 16
2.1 Potential causes of problem and justification – The factors cause job stress ............................... 16
2.1.1 Work overload: ..................................................................................................................... 17
2.1.2 Work family conflict/ work-life imbalance .......................................................................... 19
2.2 Cause and Effect Map: ................................................................................................................. 20
2.3 Cause justification: ....................................................................................................................... 21
3 ALTERNATIVE SOLUTIONS: .......................................................................................................... 22
3.1 The first alternative solution: Redesign job to enhance specializations and place the employees
in appropriate job ..................................................................................................................................... 22
3.2 The second alternative solution: increase training, coaching and sharing in workplace. ............. 25
3.3 Justification and select the solution: ............................................................................................. 28
4 IMPLEMENTATION .......................................................................................................................... 29
Detailed action plan .................................................................................................................................. 30
5 CONCLUSION .................................................................................................................................... 32
6 SUPPORTING INFORMATIONS ..................................................................................................... 33
6.1 INTERVIEW GUIDE .................................................................................................................. 35
6.1.1 Group 1: Manager/ staff/ saleman who are currently working at Company OCB ............... 35
6.1.2 Group 2: Salemans who already left OCB Company ........................................................... 37
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6.2 SUMMARY OF TRANSCRIPTS......................................................................................................38
6.2.1 Group 1: Manager/ staff/ saleman who are currently working at Company OCB.38
First session: To find the problem in OCB......................................................................................38
Second session: To find the solution................................................................................................51
6.2.2 Group 2: Salemans who already left OCB Company.................................................59
6.3 APPENDIX .............................................................................................................................................66
REFERENCES.......................................................................................................................................................68
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LIST OF FIGURES
Figure 1: OCB structure - From OCB Annual Report 2016 .................................................................9
Figure 2:Cause and Effect Map.....................................................................................................................21
LIST OF TABLES
Table 1: Yearly turnover rate in OCB............................................................................................................9
Table 3: Yearly turnover rate in OCB, break down in each group .................................................10
Table 4: Change in recruitment cost and training cost ......................................................................11
Table 6: Budget to conduct the first solution.........................................................................................24
Table 7: Budget to conduct the second solution..................................................................................27
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1 PROBLEM IDENTIFICATION
1.1 Company background
1.1.1 Company history
Established on June 10, 1996 in Ho Chi Minh City, Orient commercial joint
stock bank (OCB) is providing the financial services for corporation and retail,
there are three main segments: Big Enterprises, SMEs and Individual customers.
Nowadays, OCB has nearly 200 business units in 120 transaction points
nationwide with around 5000 employees, and presented in all major cities and
economic zones in the Vietnam. Over the years, OCB has experienced double the
average growth rate of the industry, The bad debt rate has always been controlled
at the low level, ensuring the high and stable operating ratios (1). In 2017, total
assets of OCB reached 84,353 billion, up 32.2% compared to 2016. Notably, pre-
tax profit reached 1.018 billion; NPLs was controlled at 1.48% (2). At the same
year, OCB accomplished the Basel II – risk management project and OCB got
ranking B2 by Moody’s (one of the three most prestigious credit rating agencies
in the world) – the highest level of commercial banks in Vietnam. (1)
1.1.2 Company Vision, Mission and Core Value
Vision: Become a top commercial bank in financial service for retail and
small - medium enterprises (SMEs) in Vietnam.
Mission: Create the effective financial solutions to bring the highest value to
customers and investors, contribute positively to the development of community
and society by building enthusiastic and customer-oriented workforce. (1)
Five core values (1)
1. Customer-centered
2. Professionalism
3. Speed
4. Creativity
5. Friendliness
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1.1.3 Company structure
Figure 1: OCB structure - From OCB Annual Report 2016
Notes: *: there are some sub – internal complex departments inside.
1.2 Problem context:
1.2.1 Problem symptoms – Turnover rate status in OCB
In the period of 2017-2020, OCB targets to increase the average scale from
30 to 40% per year. With the strategy to expand the market, OCB has a plan to
establish more than 20 branches and agencies throughout Vietnam from 2017-
2020, it create the need of a huge human resource to run this business plan.
However, the turnover rate of OCB, is higher than the industry average
which is 16.8% in 2014 (Compared with industry average turnover rate is
around 13.6% for Banking and finance sector - Tower Watson (3) ) and it has
been increasing in next three years from 2015 – 2017 as the table below.
Table 1: Yearly turnover rate in OCB
Year 2014 2015 2016 2017
Turnover rate 16,8% 17,2% 18.9 % 21.1%
Source: Statistic of HR Department OCB from 2014-2017
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1.2.2 Justify the consequences of the selected symptoms that
lead to further investigation
Although the turnover rate of all departments are quite high, turnover rate of
salesman is chosen as the objective of the problem identification due to some
reasons: First, in branches, the turnover rate of salesman is the highest with 20% .
Second, the percentage of salesman among OCB employee is about 65% with over
3000 salesman in 2016 and it takes the highest portion. Last but not least, if the
turnover rate of salesman continue to increase, it increases recruitment and training
cost for new salesman, it takes time for new employees are recruited and overcome
the probation, so there might be not enough employees for the expanding strategy.
Therefore, it is harmful for the company to achieve the sale goal in following years
and the expanding strategy of OCB if the turnover rate of salesman is till high.
As can be seen from the statistics of HR department, the turnover rate of OCB
is so high in both head office and branches, especially in sales department.
Table 2: Yearly turnover rate in OCB, break down in each group
Average number of Number of Leave- job Ratio
employee employee
Head Office 812 136 16.7%
BOD 21 3 14.3%
Head of department 59 10 16.9%
Executive 732 123 16.8%
Branches 4221 817 19.4%
Director 300 52 17.3%
Team leader 900 162 18.0%
Salemans 3021 603 20.0%
Total 5033 953 18.9%
Source: Statistic of HR Department OCB in 2016
Talking about the seriousness of this issue, Mrs. A – Deputy of HR manager stated
that: “OCB has faced the problems related to high turnover rate of staffs. The
turnover rate is very high compare to industry average rate is 15.9%. Company
could not recruit more staff quickly to be in charge of new jobs.”
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The recruitment cost and training cost for new salesman are estimated to
rise a lot in 2017. Table 3: Change in recruitment cost and training cost
Increasing
Year 2016 2017 percentage of
cost *
Employee number of 5 employees 15 employees 300%
Recruitment team for sale
Employee number of 7 employees 12 employees 172%
Training center
Number of Training course 154 basic courses 306 basis courses 198%
for new salesman for new salesman
Source: HR fluctuation report and training report
In the next part, the problem identification will be discussed and investigated.
1.3 Potential problems and justify the main problem
It is important to figure out the reasons for high turnover rate of salesman
in OCB and its consequences.
In addition, to investigate the causes lead to high turnover rate in salesman, 3 in-
depth interview sessions are conducted with two main objective interviewee groups
(first group: managers/supervisors/workers who are currently working in OCB,
second group: workers who already left OCB). From results of in-depth interview, it
can be seen there are a variety of view about some groups of factors lead to high
turnover rate. However, there are three potential problems are suggested are income
dissatisfaction, lack of career development opportunity and job stress.
1.3.1 Income dissatisfaction and high turnover rate
Regarding to income, Carraher SM (4) showed that there is a relationship
between pay satisfaction and turnover. To retain employees, the company
needs to make better salary policy than what competitor’s offers.
From in-depth interviews, it is found that the income dissatisfaction exists in OCB,
however manager of OCB and staffs (included still working and leaving OCB) have
some different views about the C&B policy and income of salesman in OCB.
While employees said that people who have low performance or who are
young with less customer relationship cannot stand with this salary policy.
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Mr. D – Employee who left and change the job, also gave some opinions:
“The salary does not increase but the target increases quickly. Wages based on
the level of completion of business targets, so if anyone cannot meet the sale
target, the salary is low, even not enough for living cost.”
Whereas most of high and middle manager point out that the C&B policy and
income are reasonable because the performance-based salary for salesman
will be the motivation factor to push the sale and revenue of OCB. In addition,
they have also claimed the efficiency of this policy in increasing the
productivity in business. Mrs. A- Deputy of HR manager of OCB stated that:
“It is clear that the C&B policy in which income increase parallel with KPI increase
is the key success of business organization.”
Mr. C – Sale manager of South area of OCB said that:
“I think the C&B policy for salemans is acceptable because it increases along with
the KPI employee achieve. Now OCB has been changing the incentive policy in which
employee get over KPI will get the attractive bonus, so I think it is acceptable.”
Because the range of salary is confidential, I could not ask more information to compare
with other bank range outside. Additionally, the conflict in view between two sides who
are managers and who are employees in OCB and the salary issue need more time to
investigate. Therefore, it will be discussed more but not in this report.
1.3.2 Lack of career development opportunity and high turnover rate
Relating to development opportunity, Biswakarma G (5) pointed out that career
growth dimensions negatively related to employees’ turnover intentions.
From two sections of interviews, there are some different points of view
from manager of OCB and staffs (included still working and leaving OCB).
Salesman said that because of development program always provide for the group of
employees who performs well, in which employees who perform in medium (not low),
they cannot find the opportunity to promote or time to be promoted is very slow. Mr.
H – Sale staff just have job at other organization said that:
“I could not find the opportunity to promotion. If I apply for new organization, my
position will be higher and my income will higher too.”
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Managers shared that OCB has already had the career path for salesman and they
also provide some development program for salesman every year. However, the
high position is always limited and they could only provide for the best one and
see other people left. Mr. C – Sale manager of South area of OCB said that:
“About the development in OCB, salesman will start with the position assistant,
then they will promote to relation executive and then relation manager, super
relation manager and final one is branch manager. The time to promote is based
on their performance, but at least 6 months to 1 years of every level”
Mrs. A- Deputy of HR manager of OCB stated that:
“The career path for salesman is clear. We have the development program for
salesman in branches. However the ability of internal employees is not meet the
requirement of the position to promote is not enough. Those are the reasons why
we can’t offer more salary and development opportunity for them.”
After discussing more about the career path of salesman with Mrs A, the career path of
salesman in OCB is reasonable and the speed to be promoted is fast if they have good
sale performance and good leadership skill. Because everyone have chance to join the
development program if they could get well performance in continuous two term in OCB
and their leadership is adequate. For those who doesn’t have the excellent performance
it takes a long time to join the development program because of limitation of high
position. Those are the reasons why some employees claims about the career
opportunities as above. Since lack of career development opportunity issue need more
time to investigate, it will be discussed more but not in this report.
1.3.3 Job stress and high turnover rate
Many following researchers pointed out that stressful work is one of causes to
turnover. Oginni et al (6) clarified a significant relationship between job stress and
high turnover rate. Job stress significantly influenced to labour turnover with a
strong positive correlation. Leontaridi et al (7) also gave some conclusions in their
research. They found that the individuals who have reported experiencing at least
some stress in their current position, have the tendency of quitting or being absent
increasing with successively higher work related stress levels.
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Addressing the issue of work pressure and work-life imbalance, OCB
managers, employees and others who left the bank also have same view. They all
know the nature of banking sector. The salesman, especially the salesman in banking
industry face a lot of stress and pressure. Not only the working time and workload
make them unable to have a work life balance, but also sale target and time pressure
every month appear as a nightmare for the employees if they don’t have enough
customer relationship or lack the of ability to attract customer. The legal risk is
always high for the salesman in banking sectors. If they lose the control and go
against ethics to get more customers who don’t have a good credit history or have
bad finance, they may face disciplinary action which may lead to imprisonment.
The OCB managers pointed out one of main reasons leading to high
turnover rate is job stress with pressure and workload.
Mrs. X – A Branch manager said that:
“One of the main reasons for high turnover rate high in the front-line staff is that they
usually work overtime, from 8 am-10pm, 3-4 days a week. It is difficult to balance their
work and family life, especially saleswoman who is female, they cannot continue do
their work with this salesman position, many of them looking for another job.”
Ms. Th –Team leader shared that:
“The workload is the root of the problems. Beside the sale task, meeting people, making
financial analysis for customer , they always need to fulfil the procurement , paperwork and
work on the online system. In addition, they need to care for the loan of customer from the
beginning to disbursement.We go home late and don’t have the balance in work and life.”
The employees also confirm about these issues which make they quit the
job relate to working overtime and work-family conflict which present for
job stress. Ms. L – quit the job shared that:
“Normal working hours is 8-10 hours a day, every morning must be in the bank
before 8 am, 8 pm home to come back so every day 9pm to sit at the dinner table. I
think that is very harmful for my health and I have no time for shopping and going
coffee with friends, even lack of time for the family, boyfriends.”
Mrs Tr – also shared the reason that made her left OCB:
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“There are many pressure that make this profession stressful- the workload, the
time pressure and especially, the work-family conflict has been my case.”
Both managers and employees confirmed about the existence of job stress
problem that the salesman faces in banking sector and especially in OCB,
which lead resignation of many OCB salesman. It is essential to find more
relevant causes leading to this, in order to resolve this.
1.3.4 Initial Cause and Effect map:
Some key point what employees (not manager) who attended the interview mentioned.
1.3.5 Problem justification
To sum up, through literature review and the interview, there are three main reasons lead
to the high turnover rate: low income, lack of development opportunity and job stress. It is found
that there are conflicting views between manager and staff about the income and development
opportunities. In salesman view, their salary is low compared with industry average level. While
the board of management argue salary should be depend on performance that create the
motivation for employee and achieve the business goal. Moreover, C&B policy also required many
considerations before changing because the policy to increase of salary and benefit for all
employees is applied, it will spend a huge amount of money every month and risk for finance
balance. In term of career development
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opportunity, the current company structure is fully filled with competence managers thus
it’s given the view that there is little room for all salesman to be promoted but only the
best performance may get the chance. Regarding to C&B policy and career path
opportunity, these issues can not be solved immediately. It’s required a wise and
comprehensive long-term strategic planning to change the C&B policy and career path
opportunity for all employees. Those are the reasons why I do not choose to continously
investigate more about these two potential problem in this research. In term of job
stress, there are same view between salesman and manager, because everyone all know
about the nature of job of bankers and especially the job stress situation in OCB. It’s
quite stress to be a salesman, thus many staffs have left the organization because they
could not stand for it. Additionally, many potential cause of job stress is able to see and
investigate to find main causes and solutions. Therefore, job stress is chosen as a main
factor to draw cause and effect map to further investigate.
2 CAUSE VALIDATION:
2.1 Potential causes of problem and justification – The factors cause job stress From the
results of interview, the job stress in salesman are mentioned a lot. Beside the sale task,
meeting people, make financial analysis for customer, they always need to fulfil the
procurement, paper work and work on the online system also to care for the loan of
customer from the beginning to disbursement. The reasons can lead to the having job
stress might be the lack of skill and knowledge, they don’t have enough ability to do all
tasks in process and accomplish the Key Performance Indicators (KPIs). Salemans go
home late, don’t have the balance in work and life. Monthly target make them always
running with time and have the nightmare with number of sale target and time to achieve.
There are a lot of factors lead to job stress such as work overload, pressure, work-family conflict,
job security etc. According to Rizwan et al. (8), role conflict, work overload and work family
conflict are the factor impact and lead to job stress in Banking Sector. Work overload, pressure,
confliction etc. are responsible for stress, as result research of Dhankar
(9). In the research of Oginni et al. (6), It was also found that work pressure, job security were
some of the main sources of job stress to bankers and show intention to quit the job.
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Through the respondents and literature review, there are two main causes
lead to job stress in OCB, which are discussed as bellow.
2.1.1 Work overload:
The work overload is defined as inappropriateness between the role also
required the time and demand, stated by Rizzo et al. (10)
Through the in - depth interview result in OCB, interviewees has shared
many things relating to work overload, that make salesman get stress. Ms.
Th –Team leader shared that:
“ The saleman, especially the saleman in banking industry face a lot of stress and
pressure. The workload is the root …”
From opinions of interviewees, the workload is over come from the role conflict because
of a lot of multitasking, not appropriate assignment or lack of salesman ability.
In OCB, salesman have a lot of duties at the same time because they must do almost
the process. In corporate sector, salesman has to go out to find the customer then
making financial analysis and risk analysis. In retail sector, salesman not only need
to find the customer who need the loan and make personal finance analysis and they
need cross-sale, they need to persuade customer give their money to saving at bank
or buy the insurance. Therefore, they have many roles to be in charge in their job and
have many Key Performance Indicators (KPIs) to pursue. Whenever employees are
expected to perform two or more roles that are not feasible or complicated, this
creates role expectations, that leads to role conflict, which ultimately results in job
stress. Sharing about the multitask of salesman, Ms Th said:
“Beside the sale task, meeting people, make financial analysis for customer, they
always should fulfil the procurement, paper work and work on the online system
also to care for the loan of customer from the beginning to disbursement. …
Additionally, salesman, especially, fresh graduate salesman who are not have enough skill and
knowledge will be hard in accomplishing all tasks at the same time, then it makes them get stress.
It is expected that branch manager and senior employees in every branch could provide the on-
board training at their own branch. However, most of branch manager said
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that they are busy with sale and they are lack of coaching skill, and then it is
unknown that they provide the knowledge and skill enough for their new
employee or not. New employee especially fresh graduate and non-experience
in banking sector could not imagine enough about their roles. They could not
know where to direct his or her efforts and do not have enough knowledge
and skill to accomplish all the targets of their job. Then it lead to job stress for
the junior salesman and then they quit job easily. Mrs A said that:
“The number of saleman fluctuate because they are fresh graduates, lack of experience
and lack of relationship, so some of them did not accomplish the KPIs of sale and did not
get the expected salary. Therefore, they are easy to give up in first and second years.”
Ms. Th –Team leader shared that:
“In my opinion, some reasons can lead to the work overload might be the lack of
skills and knowledge, they don’t have enough ability to get the KPI… And It is
difficult to find new customer in competitive market now, it is the challenge
that make a lot of junior employee to give up the job”
Finally, the assignment is not appropriate with which salesman are good at,
that also is root lead to work overload and make salesman get stress. Some
people are good at networking and get the customer relationship, but they are
not good in analysis. Whereas, someone who is really good at financial and
risk analysis to make proposal, they are not good at communication to get the
customer relationship. Those brings them face a struggle in accomplish the
KPIs and always feel overload. Mr T – Branch manager said that:
“My branch have 3 sale teams, although everyone are recruited to work as sale. After long
time, everyone work independently and do all the stuff things in JDs said, they said they
are overload because of doing what they are not good at, make them spend more time”
The workload leading job stress is also confirmed in many researches. Through survey
employees working in India banking sector, Lopes et al. (11) find out more than 50% of employees
across various banks feel stress because of work overload and time pressures. The same results
in the research of Priya et al. (12). In the other research, Abbasi TF (13) stated that work overload
that is a dilemma in almost every organizational sector to perform
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more activities at one time, consequence of this are in the form of increase in
stress, turnover intentions, and lower job satisfaction and his research confirmed
that work overload has negative effect on stress, turnover, and job satisfaction.
Through theory informed and interviews conducted in OCB, workload of salesman in
OCB is heavy and it could lead to the job stress with relation to high turnover rate.
2.1.2 Work family conflict/ work-life imbalance
Work occupies a huge space in our life. People devote more and
more in their work to achieve a position in society. In case of OCB, through
the interview results, some of respondents said that they lose the balance
time spending for work and family, this lead them choose to leave or
change the job in bank sector. Ms. Th –Team leader also shared that
“We go home late, don’t have the balance in work and life. Monthly sale target make us always
running with time and have the nightmare with number of KPIs and time to achieve them."
It means work- family conflict or work-life imbalance also the factor
makes OCB salesman feels stress.
A lot of work to achieve the sale target every month and keep the accurate procedure
in the limited time, which lead to the time pressure on salesman and may impact the job
performance and decision making by its influences. Continuously low job performance and
unwise decisions for a long time might lead to job stress. In addition, most respondents of
OCB in interview feel stress when in some day they had to work until 9-10 pm when the
work hour ended at 5 pm. They felt not easy to keep the balance between work life and
family life. Time pressure and monthly sale target make salesman need to work overtime
and spend more time at work even at night which should be for family and their own
personal life.
Mrs X said:
“One of main reasons for turnover rate high in the front-line staff is that they work under time
pressure, from 8 am-10pm, 3-4 days a week. It is difficult to balance their work and family”
Ms. L – quit the job shared that:
“Normal working hours is 8-10 hours a day, every morning must be in the bank before
8 am, 8 pm go home, I must have dinner about 9 pm and it replays every day.”
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Especially, for those who are married, they are stress because pressure to
balance the role at family and at work. Family pressure also the root lead to
stress of them. According to Dubrin (14), work-family conflict was
considered as individual’s role conflict occurs when an individual has dual
roles as a working father or a working mother. Mrs Tr shared her case:
“Because the work is include both meeting customer, financial analysis and paper work. I
start working at 8 am but the end could be 8 pm with no overtime allowance. Sometime I
need to go out for drink with customer after 5 pm. My husband do not like it and advise me
to leave. Even, some of my female colleagues had the same situation. One day, I realized
that I need to change my job to protect my health and care for my family.”
The work-family confict or work-life imbalance leading job stress is also confirmed in
many researches. Regarding to the effect of work family conflict in job stress,
general findings of Nart et al.. (15) showed negative effect of work-family conflict on
job stress and partial effect on organizational commitment. They also found out that
job stress causes a negative effect on organizational commitment. Additionally,
Surienty et al. (16) also found out that work-life balance, supervisory behavior and
job characteristics have the negative regative impact to turnover intention. Therefore,
Work-life imbalance or work-family conflict also present as a factor make job stress
at OCB and as the predictor of turnover intention.
2.2 Cause and Effect Map:
From above analysis based on theory informed and interview conducted in
OCB, it could be summarized as cause and effect map below:
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Figure 2:Cause and Effect Map
2.3 Cause justification:
To sum up, based on the interviews and theory informed, there are two
main causes lead to job stress at OCB which are work overload and work-
family conflict or work-life imbalance.
Through the analysis of causes, it is obvious to see the connection of two main causes.
When salesman are overburdened with work it leads the salesman working overtime and
it causes the work – life imbalance, then the work-life imbalance continuously stresses
employees . Therefore, work overload needs to be prioritized to discover the solution.
When the workload will be more reasonable, it will help salesman to reduce the overtime
in work and make work-life balance. The following section will discuss about the
alternative measures to solve the reasons causing work overload in OCB.
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3 ALTERNATIVE SOLUTIONS:
3.1 The first alternative solution: Redesign job to enhance
specializations and place the employees in appropriate job
Through the analysis of cause relating work overload, multitasking and multi-role in
the salesman job is the one of root leading work overload and make employee get
stress. To solve this cause, job need to be redesign, then allowing employees have
more control over their jobs and works in their areas of specialization are the method
to reduce the work stress, stated by Nweke (17). Kaur et al. (18) also agreed and
pointed out that jobs which are hampering employees’ abilities and capacities should
either be eliminated or redesigned according to employees potential.
Discuss about this solutions, there are some agreement from manager and also employees:
Mr C – The area manager emphasized that:
“ In fact, the BOD are considering to separate the sale team in Branches into 2 group, one is
customer relationship which specialize in attracting customer for branches and one is credit
service which specialize in assisting the customer relationship finish the credit proposal
include finance analysis, risk management and paper work before and after the deal done.”
Ms. Linh who have the new job as salesman at other financial company
also agree about the specializations could help her more fulfil in job.
“In the new place, there are the specializations in our work distribution. My team had
enough the people for every position, so the task work smoothly, I don’t need to cover a
lot of work and work overtime anymore. Moreover, I am assigned what I am really good at,
instead of a lot of unnecessary work as before. I feel I grow up in career everyday”
Steps to conduct this solution:
According to Canadian Centre for Occupational Health and Safety (19),
there are five steps to conduct the job redesign:
Do an assessment of current work
practices. Do a task analysis.
Design the job.
Implement the new job design gradually.
Re-evaluate job design on a continual basis.
22

Based on discussion with some consulting expert, I recommend this project
should be conducted by internal employees, not outsource it to external
employees to conduct the project because the budget is limited and the
internal employees can understand the situation of OCB more than the other.
To deal with situation that assignment are not appropriate with ability lead
to work overload and job stress in salesman, we must consider to the
recruitment as the first stage in progress put wrong people in wrong place.
From literature, Khattak et al. (20) also stated that it is important to place
employee in appropriate division of labor to reduce workload.
When asking the opinion from OCB managers about this solution, I got
some confirmation as belows
Mr C – The area manager also confirmed that:
“With this consideration, the HR department must add the method to identify the
ability of candidate which advise the branch manager in the recruitment processs
and to give candidate the suitable position into 2 group.”
Then, for the current staffs, it is not reasonable if force them to quit, then the
better step is rearrange current employee into suitable group of work and give
them a opportunity to work on field they good at. This is the key successful
point, one of branch manager who rearrange successfully sharing.
Mr T – branch manager emphasized about his solution for this situation:
“To keep the team work effective, I have already divided every team into some smaller groups
and rearrange the work for each people. The “Shark” group is include people who are excellent
in finding customer and bring customer to OCB, “Bear” group is include people who are
excellent in analysis and evaluation customer, newbies group is include the junior people who
are ordered to rotate and help both team to enhance the skills and knowledge.”
Through the literature and opinion from branch manager who dealt with this problem
successfully in his branches, placing the employees in appropriate job position
could be the first solution to solve the existing job stress. To place the employees in
appropriate job position, HR department should consider adding the aptitude test to
recommend branch manager to arrange employee into right place.
23

Pros:
From opinions which collected from interviews and many researches
mentioned above, this solutions can bring these below benefits to company
Allowing employees have more control over their jobs and works in
their areas of specialization are the method to reduce the work stress.
Place employee in appropriate division of labor to reduce workload.
Assign tasks based on the particular strengths and abilities of individuals, ensuring equity
throughout the process is one of action to decrease workload for employees.
Utilize the advantage and ability of employees to create the mutual
goal of team and branches. Employees accomplish the work in the
working time and no need to work overtime more like before.
Quality of work might be increase because the right people do the
right work could lead to the effectiveness.
Cons:
The cost to conduct this solution is estimated
as below: Table 4: Budget to conduct the first solution
Description
In-depth interview between HR and Division/Branch managers in OCB about
the structure in sale team to redesign the JD which is more effective.
Allowance for expert who design the JD and KPIs for sale team.
(25 million/ month)
Allowance for 2 HR employees who joined in project team in 3
month. (5 million/month)
Cost of training the new structure in sale team and new JDs to all
branches in OCB within 3 areas in Vietnam, which conducted by
internal trainer from the design team (11,000,000 million/class)
Estimate cost
15,000,000
75,000,000
30,000,000
33,000,000
Purchase the aptitude test bank from outside 154,000,000
Total 307,000,000
Notes: The full estimated budget is presented in Appendix 1. Based on the average salary
and allowance, the rule of business trip cost and training cost in OCB, market price.
For OCB, there are some challenges. It might be take more time to employee
familiar with new job design and it is unsure whether the employee are assigned
24

into the appropriate part in sale team in the first period.
For employees, they could be potential for boredom, obsolescence and limited
skill set. Because employees might feel boring if they keep doing the same job
from year to year, and then mastering in only one part of process might lead they
limit their skills, could become out of date in the daily changing world today.
3.2 The second alternative solution: increase training, coaching and
sharing in workplace.
When employees don’t know exactly what they’re supposed to do, how to do their jobs
or why they need to work a certain way, they could spend time more on useless task and
it lead to work overload. It is essential to find the solution to help salesman, especially
junior salesman enhance the knowledge and skill related to job, then save the time
spending on correcting mistakes and the problem solving necessary to correct bad
performances, then employees will not suffer from job stress more and more.
Many researches pointed that training and coaching is also the method to
help employee handle with workload and job stress.
According to Nweke (17), training is also viewed as essential. It is helpful in
building confidence on workers and makes them deliver their jobs with speed
through their acquisition of new techniques in dealing with their job demands,
then they could manage their time to handle work and have less stress.
To reduce the stress for employee, David L (21) also emphasized the organization
should make sure employees have the resources and training to do their jobs well.
Enekwe et al. (22) also showed in their research that the most helpful method of
dealing with stress is learning how to manage it. These acquired skills when
learned work best when they are used regularly and not just when the work
pressure is on. The management of banks should arrange, from time to time on
their own, training their employees on some stress management mechanisms.
Managers from OCB also confirm that training is really essential and need to do as early
as possible for new employees.
Mr C said that:
25

“ Training is really important, if people do not have enough knowledge and skill they
can accomplish the sale goal sustainable. Especially for fresh saleman, who do not
have large network.. But sometime the attending the training class in Ho Chi Minh city,
Da Nang hay Ha Noi is really difficult for employee from the rural province”
Mr T added:
“Some of my new employee quit job because of lack knowledge about the process,
risk appetite and stress because their loan and credit proposal continuous rejected by
the board of risk management. So I think it is necessary to hold the on-board and on-
going training for employees to help them work smoothly and reduce the stress.”
Beside formal training, coaching is also the method could be considered. With the same
benefits as training and more, McManus (23) also mentioned that coaching could make
more effective use of company resources; coaching costs less than formal training.
Ladegård (24)also pointed out planning skills acquired through coaching reduce stress
in the short term, and that the effect is mediated through a decrease in job demand and
the decrease in job demand is further shown to reduce stress in the long term.
From interviews in OCB, other views about training are released . Although no one denied
the impact of training, the interviewees emphasize the essential role of coaching that branch
manager/ line manager conduct for their own employee to provide the properly skills and
knowledge in time they need. In view of HR expert, Mrs A shared that training course is
costly and with the limited budget, they only conduct some classes monthly and other is
quarterly. However, only 10% knowledge could learn in class, the rest the employees learn
from manager and on the job. Therefore, she proposed coaching from line- manager and
sharing or support from colleage will be more effective. From view of saleman, Ms Th
also agree that training is helpful but it is hard to attend full class because of customer
service all week day. Then She said that she was lucky because she had the manager who
sharing a lot experience and knowledge, this mentoring and coaching helped her overcome
the stress when she was a fresh saleman.
Ms Th
“ It is not denied that improve knowledge and skill of saleman is good idea. In my case, I love to
attend the class but it takes a lot of time and I always get the phone call from customer or staff to
26

ask about the product, the sale deal. So I thinks that, the line manager could show us some and we
are free to find the time and learn by ourselve. When I was a fresh saleman, I was lucky because I
had the manager who sharing a lot experience and knowledge so I could overcome the stress.”
Pros:
From opinions which collected in interviews and many researchs mentioned
above, this solutions can bring these below benefits to company
Enhance the knowledge of product, credit process, sale skill for saleman
Building confidence on workers and makes them deliver their jobs
Apply new techniques in dealing with their job demands, then they
could manage their time to handle work and have less stress.
Improve retention and reduced employee turnover; employees are more loyal
and motivated when their bosses take time to help them improve their skills
Cons:
The cost to conduct this solution is estimated as
below: Table 5: Budget to conduct the second solution
Option Description Estimate cost
Formal training cost for the whole training road map of saleman
Option
quarterly next year for about 3500 salemans (average 2 7,000,000,000
million/saleman)
1
Option
2
Total option 1
Coach the coach program for branch manager in 3 area and then
branch manager will coach for new and current employee
Train for on-going employees technical courses include the
finance analysis, law, risk management, debt settlement,
Collateral valuation in 3 area (5 module* 3 course for every area.)
Total option 2
7,000,000,000
660,000,000
495,000,000
1,155,000,000
Notes: The full estimated budget and reference source are presented in Appendix 2.
Based on the average allowance and the market price.
For OCB, there are some challenges. Investing into the training and coaching is the long-
term strategy, it might be difficult to see the impact on short-term and it is need
27

to reinvest to come up with the change of knowledge and new
workforce annually. The cost for training and coaching are also
costly as above calculation, but the budget is limited.
For employees, the solution might lead staffs more stressful. Since OCB
want to keep the staffs up to date with latest trends and knowledgeable
in their specific area, OCB need to conduct the training more more
hours, more courses and even in working hours. At the same time
employees also need to fulfil their responsibility in their main jobs, then
they can not work and learn effectively and they get more stress.
3.3 Justification and select the solution:
Based on the above cause justification, theory informed, opinions from
interview and the pros and cons analysis has been compared between two
alternative solutions, I recommend to prioritize the first solution -
redesigning job and placing the employees in appropriate job.
There are several explanations as below:
First of all, the conflict in multi-task or multi-role in the job of salesman
now in OCB is the main root lead to the work overload, so it is important to
conduct the redesign job to make the work more smoothly.
Second, the job redesign also the way helping manager to assign appropriate work for each
different ability group of employees and to utilize the ability of employee to get the high
performance and release stress for them. Nweke (17) stated that allowing employees have more
control over their jobs and works in their areas of specialization are the method to reduce the
work stress. Kaur et al. (18) also pointed out that jobs which are hampering employees’ abilities
and capacities should either be eliminated or redesigned according to employees potential. Then,
as mentioned before, when asking about the solution in interview, Mr C – The area manager also
emphasized the Board of director also are considering to divide sales team into two smaller
group. One of them specialize in customer relation and other specialize in financial analysis and
credit evaluation.
Additional, Khattak et al. (20) also stated that it is important to place employee in
28

appropriate division of labor to reduce workload. Therefore, method to
categorize the group of employee such as aptitude test also is recommended
adding into the solution to help not only prepare for the stages after redesign
work but also help manager assign current employee more appropriate, right
person into right work. That might help employees to release the job stress.
Finally, total estimated budget for this suggestion is 307.000.000 VNĐ,
lower than the second one.
To sum up, when the employees are put into the suitable position and
could work in their strength zone, it could help them reduce the situation of
work overload, and release the job stress.
4 IMPLEMENTATION
Based on the solution selected and theory informed, action plan is created to implement it.
There are two main actions:
Redesigning the new job for sale team member with new JD and KPIs for sales team
member that means the job redesign. There are five steps in this action based on five
steps mentioned in Canadian Centre for Occupational Health and Safety (19).
Placing the employees in appropriate job the by adding one more step
in recruitment to identify the aptitude and help branch manager recruit
right person to right job, based on Clatworthy G (25).
The detailed action plan to implement is described as next page.
29

Detailed action plan
Action Objective Detail Activities
Do an assessment of current work practices
In-depth interview between HR and Division/Branch managers in OCB about
the structure in sale team to redesign the JD which is more effective
PIC
Jul Aug Sep
2018 2018 2018
x
Project team
Design the new
model for sale
team with new JD
and KPIs for sales
team member that
means the job
redesign
Research and
make the
appropriate
model to help
branch manager
assign right
person right job
and make the
Do a task analysis. x
Examine the job and determine exactly what the tasks are. Consider what equipment Project team
and workstation features are important for completing the tasks.
Design the new model for sale team with new JD and KPIs for sales x x
team member
Project team
Identify the methods for doing the work, work/rest schedules, training requirements,
equipment needed and workplace changes.
Adding one more
step in
recruitment
business more
effective
To identify the
aptitude and help
branch manager
recruit right
person right job
Implement the new job design gradually. Pilot in 3 business unit and edit
it if needed. Train employees in the new procedures and use of equipment. Allow
for an adjustment period and time to gain experience with the new job design.
Re-evaluate job design and announce to apply widenly in OCB.
Announce about the new model for sales team in all OCB .
Reseach and make comparison the partner of test bank
and Buy the aptitude test bank from outside
Announce about the new more steps (aptitude test) in
recruitment procedure
Project team x x x x
and training
center
x x x x
Project team
HR – x x
Recruitment
team
HR – x x x
Recruitment
team
30

31

5 CONCLUSION
Human resource play the most vital role in every area, especially in service sector as banking.
Although the banking has the signal to recover after few years in crisis and OCB also have the
great steps in development. However, the turnover rate during 3 recent years of OCB has the
upward trend. It is the unexpected symptom which administrators has to be put more
consideration. Because turnover intention is a major issue, mainly in the field of human resource
management. This study with the topic “Turnover rate and job stress in Orient Commercial Bank”
has clarified some points as below:
Firstly, the turnover rate status of whole OCB as well as in salesman has been indicated
through some analysis of data collected from OCB and other statistics studies.
Secondly, there are many reasons leading to the turnover intention of employees,
especially salesman in OCB such as low income, lack of development opportunity,
job stress. Because there are many conflict view about two reason about the salary
and promotion opportunity and they both need the long-time strategy to change the
situation and policy to solve, this study focus in the final reason which most of
interviewees confirm it exist and impact to the turnover intention of salesman.
Thirdly, based on the root reason lead to job stress in OCB, some solutions to help
salesman release the job stress have been examined by considering their benefits and
costs. Finally, the solution in which include redesigning job to enhance specializations
and placing the employees in appropriate job are recommended to reduce the job stress
of OCB salesman. The action plan is prepared and need to be implemented immediately
to bring the impact in employee retention and decrease the turnover rate.
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6 SUPPORTING INFORMATIONS
This study using two types of data. First, secondary data was collected from reliable source such as statistic
from HR department internal report of OCB, previous researches from online academic website, seminar
documents and HR related website. Then, primary data was collected by conducting a qualitative research
with method of in-depth interviews. The target interviewees are divided into two groups:
Group 1: Manager/ staff/ saleman who are currently working at Company OCB
First session: To find the problem in OCB
Second session: To find the solution
Group 2: Salemans who already left OCB Company
Interviewees demographic
Name Gender Position Work Time work for Time of interview Place of
experience OCB interview
Mr. C Male Sale manager of South area 15 years 3 years August, 2017 OCB
Mrs. A Female HR manager 10 years 3 years August, 2017 OCB
Mr. T Male Branch manager 10 years 1 years September, 2017 OCB
Mrs X Female Branch manager 15 years 10 years August, 2017 OCB
33

Ms. Female Sale team leader 4 years 3 years August, 2017 OCB
Th
Group 2: Salemans who already left OCB Company
Mr M Male Former saleman, quit job in OCB 4 years 3 years October, 2017 OCB
Mrs Tr Female Former saleman, quit job in OCB 2 years 2 years August, 2017 OCB
Ms L Female Former saleman, quit job in OCB 3 years 2 years August, 2017 OCB
Mr D Male Former saleman, quit job in OCB 1 years 6 months August, 2017 OCB
34

6.1 INTERVIEW GUIDE
6.1.1 Group 1: Manager/ staff/ saleman who are currently working at Company OCB
WARM – UP:
Greeting and introduction
1. Could you introduce a little bit about yourself?
2. How long have you worked at OCB?
3. The turnover rate of OCB is high, how about your division/
department? How it impact on your operation?.
Probe: How much is the turnover rate in your department last year?
4. What do you think about the reason make a lot of employees left OCB
? What you think about these reasons?
Prompt: Income, Development opportunity, Jobstress.
5. Do you think the C&B policy for employee is reasonable and worth with what
they have done for OCB?. Probe: How was it in past and How is it in present?
6. Do OCB have the career path and create the opportunity for
employee to be promoted?
Probe: How was it in past and How is it in present?
7. What do OCB do to help your employee to achieve the KPIs? Probe: How was it
in past and How is it in present? Prompt: Coaching, training, mentoring…
8. In your opinion, do they face any difficulty or stress in their work? What are those? Probe:
How was it in past and How is it in present? Prompt: Workload, Time
pressure, Work-family ballance
THANK AND CLOSE
35

WARM – UP:
MAIN QUESTIONS:
1. In your opinion, what is the reason make employees have job stress
and left the job? Probe: What is the most important reason?
2. How do you think about some proposed solutions from literature to reduce the job
stress for banking employee ? Prompt: Right position Right person, Flexible
working time and working place, training and
coaching THANK AND CLOSE
36

6.1.2 Group 2: Salemans who already left OCB
Company WARM – UP:
1. How do you do?
2. Could you introduce a little bit about yourself?. Probe: How long have
you worked at OCB before you left and the position of you that time?
3. Are you still a salesman although you did not work at OCB
Company? Could you share a little bit about your new job now?
4. Compared with OCB, could you share some advantages/ good
point of the new job/ new organization you participated?
5. Could you please share with me one of the things that you feel really
unsatisfied when you deal with engagement in the company that you may
think of? Prompt: workload, time, salary, development opportunity…Probe:
Besides those above reasons, could you please share me if other reasons?
6. In above unsatisfied thing, what leads you decide to left OCB? Probe: Could
you please tell me the details about the reason that you have just mentioned?
THANK AND CLOSE
37

6.2 SUMMARY OF TRANSCRIPTS
6.2.1 Group 1: Manager/ staff/ saleman who are currently working at Company OCB
Time: April 2016
Venue: OCB Office.
QUESTIONS PROBE/ PROMPT KEY POINTS FINDINGS
WARM – UP:
Thank you for your acceptance to meeting with me In general, How do
today. The purpose of this meeting I have mentioned you feel about the
in invitation, so I will start the conversation to save
working
Q1
your time.
environment of
Could you introduce a little bit about yourself.
OCB?
How long have you worked at OCB?
Mr. C Hi An. Nice to see you today. However I am
sorry, because I don’t have lot of time so I will
discuss with you about 20 minutes.
As you know I worked at OCB about 3 years, I am now
working for OCB as South Area sale manager, my role
With 3 years working potential and
Everyone said the
here, I think the sustainable. working environment
working environment of OCB is friendly.
of OCB is ok, of
course it is not the big
38

Mrs. A
is manage and develop the sale of all
branches in South area.
Hi An. Please to meet you. I am interesting in your topic
today. Although I am busy, I keep for you some time.
As you know I worked at OCB about more than 3 years,
I am now working for OCB as Deputy of HR manager.
bank but its growth is
really potential and
sustainable.
With me, the working friendly, like the
environment of OCB family culture. is
quite open and
friendly, like the
family culture.
Mr. T Hi An. I come to work for OCB more than 1
years ago, but I have 10 years experience at
other financial organization. Now I worked for
OCB as Branch manager.
Mrs X
For environment in
friendly.
OCB, I think it is
really friendly.
To be honest, I really kind and friendly.
love OCB, I have a lot
Ms.
Th
Hello An. As you knew, I worked for OCB about
10 years in my 20 years experience, now I am
the Branch manager of OCB District 4
I’ve worked in OCB about 3 years.
of warm-hearted
friend here and the
environment is really
kind and friendly.
I think the environment is
environment is accepted,
accepted, but the sale
in OCB is really hard
39

and need employee try
a lot.”
MAIN QUESTIONS:
Compulsory
The turnover rate of OCB is high, how about your
division/ department? How it impact on your
Q1
operation?
Mr C Of course , it is the common problem in finance common problem Almost people
organization. It is a serious problem. We must spent confirm about the
time and money to find and hire another branch situation of high
manager from other organization to fulfil the position, turnover rate in OCB
because he/she can bring a whole team from that
company to our company for vacancy. That is the circle
to increase the cost.”
Mrs A “OCB has faced the problems related to high turnover high compare to
rate of staffs. The recent turnover rate of OCB is very industry average rate
high compare to industry average rate is 15.9%.
Company could not recruit more staff quickly to be in
charge of new jobs.”
40

Mr T My branch has more than 300 customers out of which manager & leaders
about 60 customers arise regularly, including 20 big who leave the job,
customer contribute monthly sales dramatically. The they bring current
big problem here is manager & leaders who leave the customer along with
job, they bring current customer along with them.” them
Mrs X “It’s a common case. In my branch, the turnover rate’s
not as high as the average turnover rate of OCB, but impact our sale
somehow, it also impact our sale activities and activitie
revenue.”
Ms Th
“The turnover rate in my branches is high. I think so.
The turnover rate in
my branches is high
And because of Personnel fluctuations, we who still
works in OCB must work double in time of transit work
current staff also feel
from the old one to the new one. Then, the current staff
stress and the
also feel stress and the performance is not good.”
performance is not
good.”
Q2 What do you think about the reason make a lot of PROMPT: Income,
employees left OCB ? What you think about these Development
reasons? opportunity,
Jobstress.
41

Mr C
Mrs A
Mr T
There are many cases that a branch manager or a team Position, salary Some mentioned
leader quit the job and move to other organization, all about the income, the
their staff follow them and move to the new development
organization. They want to find the place more suitable Some mentioned
for them and if they move job to another organization, about the work-life
those company need to pay more than us or offer a high balance,
position to attract them and they may be increase the KPI pressure,
salary and be promoted faster and faster Time pressure
Workload, Work
“Almost staff who left is tell about the income and low performance,lack overtime
development opportunity, but there are the problems of experience and
because of themselves like low performance, lack of lack of relationship,
skill and knowledge and lack of customer relationship. so some of them did
There are some reasons, may be listed down. In not accomplish the
branches, the number of saleman fluctuate because they KPIs of sale
are fresh graduates, lack of experience and lack of No chance to develop
relationship, so some of them did not accomplish the or increase income
KPIs of sale and did not get the expected salary.
Therefore, they are easy to give up in first and second
years.
“ the uncompetitive salary and lack of high position to Salary, position
promote, so I could not keep them stay in my Branch.”
42

Mrs X “One of main reasons for turnover rate high in the front- Time pressure, work-
line staff is that they work under time pressure, from 8 family balance,
am-10pm, 3-4 days a week. It is difficult to balance their Salary,
work and family, especially salesman who is female,
they cannot continue do their work with salesman
position, more of them looking for another job. The
second, there are many competitor willing to pay the
salary more than OCB to attract salesman to move the
job and get the customer of us. However, we can’t
increase salary more than that because of the current
policy.”
Ms Th It is difficult to find new customer in competitive KPI pressure Some mentioned
market now, it is the challenge that make a lot of junior about the income, the
employee to give up the job. According to KPI, each development
month the salesman must earn 2 new customers and Some mentioned
credit growth of specific levels based on years of about the work-life
experience. For senior salesman, they find it easy due to balance,
a certain amount of customer, if they often do not meet KPI pressure,
customers target, they can offset by other indicators but Time pressure
43

they also suffer a big pressure when KPI is always high. Workload, Work
Old sales also often do not meet new targets but offset overtime
by other indicators. New sales are very hard to meet
KPI. New sales usually reach 50-70% of the target.”
Optional , based on the answer of Q2
Q1 Do you think the C&B policy for employee is
reasonable and worth with what they have done for
OCB?
How was it in past and How is it in present?
Mr C I think the C&B policy for salemans is acceptable C&B policy is There are some
because it increases along with the KPI employee acceptable conflict view about
achieve. Although the speed of increase base salary is the C&B policy.
slow, that reason why when some good employee when
they grow enough to promote, they do not choose to
promote in OCB, they choose to leave to increase the
base salary. However, now OCB has been changing the
incentive policy in which employee get over KPI will
get the attractive bonus, so I think it is acceptable.
44

Mrs A It is clear that the C&B policy in which income
increase when KPI increase is the key success of
business organization. In this year, we has changed
the incentive policy for saleman which brings more
income for employee who accomplish over the sale
goal and it will be fare for everyone, who are good in
sale will get more than who are not good.
In back office, we need more time to adjust
the C&B policy.
Mr T Although salary of salesman will increase based on the
position and the profit they bring, however the based
salary increase slower than if salesman move to another
bank. That is the reason I said “uncompetitive salary”
Q2 Do OCB have the career path and create the
opportunity for employee to be promoted?
Mr C Yes, Start with the position assistant , then
they will promote to Relation executive and
then relation manager, Super relation
manager and final one is branch manager.
In the past, every position will determined based on the
branch manager opinion, however in recent years, the
has changed the
incentive policy
“uncompetitive
salary”
Yes, They all said about
the career path and
development
program are
available.However,
somehow, it is lack of
45

HR department have the development program in which high position to
the process will be more objective. promote.
The time to promote is based on their performance, but at
least 6 months to 1 years of every level”
Mrs A Certainly, the career path is clear. We have the
development program for salemans in
Branches.
Everyone have chance to join the development program
if they could get over the KPI for 2 term in OCB and
their leadership is adequate. So the speed to be
promoted is fast if they have good sale ability and good
leadership skill.
However the ability of internal employees is not meet
the requirement of the position to promote is not
enough. Those are the reasons why we can’t offer more
salary and development opportunity for them.
In back office, the career path is less clear than in
branches, the employees could promote from staff to be
the senior staff or head of team… or they can change
job to another department. However the opportunity to
be promoted is less and slow than in branches.
Therefore, the employees may be want to change the
environment or grasp the new position but there are not
Certainly,
46

adequate vacancy of high postion, that why they move.
Mr T In term of development opportunity, I have right to Lack of positon
promote the assistant to be relation executive and Have development
relation manager, however there are a lot of relation program.
manager who are waiting to promote but there are lack Need wait to the
of position to be senior relation manager or branch period program start
manager. I heart that now HR department run the every year
development program, however you know it takes time
and need to wait to the period program start every year.
Some people can not wait , that is reason they leave and
their team member will leave with them. I think it is the
Q3 Do you think the KPIs for saleman in OCB is
suitable or not?
Mr C I worked for some bank and I think the KPIs increase is Normal There are two
always exist in any bank and financial organization. It conflict view about
is normal. Because it is needed to improve the KPIs
organization performance every years and it plays the
role as goal for employee to try their best together bring
the result of organization increase.
47

Ms Th I think the KPIs should be more suitable for ability of
each employees. I agree that when the KPIs high, the
income will be high if you get the target, and when the
results are low, there is no room to get the high
income. But it should more flexible based on the ability
of each person and the increase degree every year
should be more reasonable. Because you know if the
end of this year we try our best to overcome the KPI,
the next year KPI given will based on the final KPI of
the end previous year to multiple with grow rate. It is
really pressure for salemans, if they try their best, they
will get the really high KPI in next year. It prevent some
persons from trying their best and they move.
KPIs should be more
suitable for ability of
each employees
Q4 Prompt: Workload,
In your opinion, do they face any difficulty or stress Time pressure,
in their work? What are those?
Work-family
ballance
Mrs X Used to be the saleman and promoted to branch
manager. I understand saleman’stress a lot.
Not only the working time make them could not have
work life balance, KPI and Time pressure is always the
nighmare if you don’t have enough ability to atract
Time pressure, Risk
in banking sector.
Work-family conflict
All interviewees
confirm about the job
stress of salesman.
48

customer and the risk in banking sector is always high
for saleman if they lose the control and break the rule
or ethic to get more customers who are not good in
credit history or bad finance, they could go to prison.
One of the main reasons for high turnover rate high in
the front-line staff is that they usually work overtime,
from 8 am-10pm, 3-4 days a week. It is difficult to
balance their work and family life, especially
saleswoman who is female, they cannot continue do
their work with this salesman position, many of them
looking for another job.”
Ms Th The saleman, especially the saleman in banking Workload, Time
industry face a lot of stress and pressure. pressure
The workload is the root. Beside the sale task, meeting
people, make financial analysis for customer , they
always should fulfil the procurement , paper work and
work on the online system also to care for the loan of
customer from the beginning to disbursement.
In my opinion, some reasons can lead to the having job
stress might be the lack of skill and knowledge , they
don’t have enough ability to get the KPI
We go home late, don’t have the balance in work and
49

life.
Monthly sale target make us always running with time
and have the nightmare with number of KPIs and time
to achieve them.
THANK AND CLOSE
50

Time: October 2016
Venue: OCB Office.
WARM – UP:
Q1
MAIN QUESTIONS:
In your opinion, what is the reason make What is the most important
Q2
reason?
employees have job stress and left the job?
Mr C “There are many reasons leading to heavy job ability or There are many
stress in salesman and make them leave the characteristic reasons are listed
company. First, because their ability or Everything could be the reason, based not suitable for down.
characteristic is not suitable for sales, maybe on the aim and context of employees, sales Not approciate
there’s something wrong in recruitment. Then, so I think it’s not the most important leadership style ability or advantage
leadership style is one the important factor, It reason. are currently taking” Lack of skill and
may come from lack of recognition, treat unfair knowledge
or overload specific employee. It should be a Time pressure
journey to improve and make a change. Family pressure
51

Mrs “ In my opinion, some reasons can lead to the
A having job stress might be the lack of
skill and knowledge , they don’t have
enough ability to get the KPI”
Mr T My branch have 3 sale teams, although everyone
are recruited to work as sale. After long time,
everyone work independently and do all the stuff
thing in JDs said, they said they are overload
because of doing what they are not good at, make
them spending more time. I realized only half of
member are excellent in communication and like
to networking to sale. Meanwhile, some people
are good at analysis, risk management, they like
to work on numerical and paperwork after the
deal done. Other junior have not relationship and
hard to find the customer.
I feel they are really difficult and have stress
because they were working in the work area they
don’t have the advantage.
Mrs I think the most important reason, employee
X
have stress because they are chosen in the
wrong position, their ability and characteristic
lack of skill and Work –life
conflict
knowledge
overload
because of
doing what they
are not good at
difficult and
have stress
because they
were working
in the work area
they don’t have
the advantage.
wrong position,
their ability and
52

Ms
Th
is not appropriate and have outside pressure
from family and friend
I think the most stress of salemans is time
pressure to achieve the KPIs and family
pressure because we have to work overtime ,
so we can not balance work and life
characteristicis
not appropriate
time pressure,
my family
pressure,
balance work
and life
Q3
How do you think about some proposed
solutions from literature to reduce the
job stress for banking employee ?
PROBE: How about the other
solutions?
PROMPT: Put the employees in
appropriate job, Flexible working
time and working place, training
and coaching
Mr C “ In fact, the BOD are considering to separate the “ Training is really important, if Specialization 3 among 4 people
sale team in Branches into 2 group, one is people do not have enough in customer think that it is
customer relationship which specialize in knowledge and skill they can relationship and necessary to place
attracting customer for branches and one is accomplish the sale goal sustainable. credit service the right people in
credit service which specialize in assisting the Especially for fresh saleman, who do Training is right job, make the
customer relationship finish the credit proposal not have large network. Customer really specialization based
include finance analysis, risk management and will believe in the man who have the important, on the advantage of
paper work before and after the deal done. With good knowledge and skill to consult employee.
53

this consideration, the HR department must
add the method to identify the ability of
candidate which advise the branch manager in
the recruitment processs and to give
candidate the suitable position into 2 group.”
them in finance problem. If they Then they said
attend the training and coaching training is important
program, they could find more but coaching,
customer and will decrease their mentoring and
stress about the KPI. But sometime sharing from line-
the attending the training class in Ho manager will be
Chi Minh city, Da Nang hay Ha Noi more effective.
is really difficult for employee from Working time
the rural province, while these schedule with
employee who is the most people-in- flexibility are also
need of knowledge and skill, so you mentioned as a
can suggest some other method to solution could be
improve the knowledge and skill of considered.
employee”
Mr T “I don’t want them leave OCB, therefore to keep the
team work effective, I have already divided every
team into some smaller groups and rearrange the
work for each people. The shark group is include
people who are excellent in finding customer and
bring customer to OCB, bear group is include
people who are excellent in
“ I think working time and workplace Divided every
flexibility may be considered but team into some
need to suitable in each group. For smaller groups
shark group as I mentioned before, and rearrange
they are in charge in customer the work for
relationship, they need the flexible each people
time to have call, meeting customers. based on ability
54

analysis and evaluation customer, newbies
group is include the junior people who are
ordered to rotate and help both team to enhance
the skills and knowledge. To be honest, I change
the way to manage the KPIs for each person and
team. Based on the new arrangement work, not
follow the initial job description and make the
KPIs for team and get the reward of team. People
work together to accomplish the mutual KPIs
and could show off which they are good at.
We work as this way for over 6 months and now
people will be more happy because they could
accomplish the work in the working time and no
need to work overtime more like before.”
Mrs “Many people think that training classes is
A always the solutions could solve the problem.
I used to be saleman and I know that and advantage
and almost the time, the saleman of employee.
need to go out, meeting customers.
However, for the bear group, who are Working time
in charge in financial analysis, credit and workplace
proposal and risk management, they flexibility may
need to be in the office and in the be considered
same time frame with another in back but need to
office to deal with transaction… suitable in each
About training, some of my new group
employee quit job because of lack
knowledge about the process, risk
appetite and stress because their loan
and credit proposal continuous
rejected by the board of risk
management. So I think it is
necessary to hold the on-board and
on-going training for employees to
help them work smoothly and reduce
the stress.
“ To help employee have the work- Coaching from
life balance, within the tight budget, line- manager
55

OCB also conduct a lot of training class and put
a lot of money into training class. However, it
only could help part of employees who can
attend actively and understand right in the class.
You know, there are a lot of skill and knowledge
necessary for salemans. With the limited budget,
we only conduct some classes monthly and
other is quarterly. It is said that only 10%
knowledge could learn in class, the rest the
employees learn from manager and on the job.
Therefore, I think coaching from line- manager
and sharing or support from colleage will be
more effective, but we need a long time to build
the coach skill for line-manager of 110 unit”
We prioritize the Health-care and sharing or
program and travel program as some support from
programs OCB always do every year colleage will be
to show the attention to employee’s more effective.
life . In term of the working time and
workplace flexibility, as can be working time
known, the banks are different from and workplace
the private company or marketing flexibility need
agency, the working time should be more time to
fixed and based on the working time consider
of State bank of Vietnam and
interbank system and we also need
employees to be in the office instead
of work at home or other place to
conduct the credit proposal because
of risk management. However, this
method also have advantage about
the cost. Therefore, I need more time
to consider about working time and
workplace flexibility. So it will be
more convinsible if we give the
acceptable time frame option based
56

Mrs With the 10 years working in OCB, although it
X is denied that the turnover rate of saleman in OCB
is high, but I can control it in my branch. I know the
difficulty and stress of employee and I have applied
some solutions during my working time and I think
it works effectively. First, you must choose the
right person and deliver the right work to who have
the ability. Then, one of the solution that I can
propose now is that employee should have a
mentor. The mentor helps to show the career
orientation, the skill set that they need to get, in
order to ensure the employee satisfied about the
job, see the meaningfulness of the job they are
currently taking”
Mrs “ It is not denied that improve knowledge and
Th skill of saleman is good idea. In my case, I love
to attend the class but it takes a lot of time and I
always get the phone call from customer or staff
to ask about the product, the sale deal. I could not
on their responsibility for them
to choose”.
I used to hear that some other banks
have the policy for employees to
choose the time to start the day at
8:00, 8:30, 9:00 at the morning, It is
helpful if the OCB could give me the
choose the right
person and
deliver the right
work to who
have the ability.
The mentor
helps to show
the career
orientation
it is more useful
if only training
some of really
need to attend
the class, the
57

prevent this and sometime the training class is
far and after the class I have the meeting with
customer and something like that. Although the
training class is helpful, but I could not focus
100% in class and the same with my staff. So I
thinks that, it is more useful if only training
some of really need to attend the class, the line
manager could show us some and we are free to
find the time and learn by ourselve. When I was
a fresh saleman, I was lucky because I had the
manager who sharing a lot experience and
knowledge so I could overcome the stress. Now,
Sometimes, I conduct the internal sharing for
our team sale, they react positive and then could
improve more positive attitude before that and I
think if the coaching could do more than that, it
is really helpful.”
THANK AND CLOSE
choice in working time schedule, line manager
because I could schedule time to cook could show us
the breakfast or bring my daughter to some and we
school in the morning or share the are free to find
house work with my husband.” the time and
learn by
ourselves.
internal sharing
for our team
sale.
give me the
choice in
working time
schedule
58

SUMMARY OF TRANSCRIPTS
6.2.2 Group 2: Salemans who already left OCB Company
Time: May 2016
Venue: Phone interview
WARM – UP:
Thank you for your acceptance to phone interview How long have you worked
with me today. The purpose of this meeting I have at OCB before you left and
Q1
the position of you that
mentioned in invitation, so I will start the
conversation to save your time. time?
Could you introduce a little bit about yourself.
Mr. H 3 years, the working
environment is not good
Hello. As you known, My name is H. I leave OCB enough for me. I don’t have
last year. opportunity to develop or
promote.
Mrs
2 years.
Hi. My name is Tr. I quit job OCB in 2016
Tr:
Ms. L:
Hello. I am L. I leave OCB in Jun in 2016 2 years,
59

Mr. D: Good evening. I am D 6 months.
Q2
Mr. H
Are you still a salesman although you did not work
at OCB Company? Could you share a little bit
about your new job now?
I still work in credit salesman in the other financial
company.
Mrs Now I work in other kind of company , not in
Tr: financial company.
Ms. L: Everything is ok. I still work as salesman for a
foreign compan
I change my job now and I don’t work in sale
Ms. D:
anymore.
Compulsory
PROMPT: workload, time,
salary, development
Compared with OCB, could you share some opportunity…
Q1 advantages/ good point of the new job/ new PROBE: Besides those
organization you participated? above reasons, could you
please share me if other
reasons?
60

Mr. H
First, I was offered a higher position than when I
stay in OCB
Second, I work with my managers, co-workers,
and I receive the comments or judgments from
them, the comments and assessment are correct
and good for me to develop. I think that this is very
good for a new salesman like me.
Finally,The working time is very flexible, for
example, you can come to the office a bit late, and
you can stay a bit late in the evening, the timing is
very flexible.
Mrs Actually, because now I don’t work in bank any
Tr: more, so the kind of job is different, I like to that
kind of job than saleman in bank because I like to
analysis and don’t like to go out to meeting
customer
Ms. L: In the new place, there are the specializations in
our work distribution. My team had enough the
people for every position, so the task work
smoothly, I don’t need to cover a lot of work and
work overtime anymore. Moreover, I am assigned
Higher position
time and the sharing
Suitable job
Work distribution,
specialization,
enough employee
Not work overtime
61

what I am really good at, instead of a lot of
unnecessary work as before. I feel I grow up in
career everyday”
My job now is relate to administration. Because Salary and nature of
the salary is not based on the sale revenue work
Mr. D: anymore, but I satisfied with current income. I
don’t have to be worry about KPI of sale which
make my salary up and down.
Q2 Could you please share with me one of the PROMPT: Income,
things that you feel really unsatisfied when you
Development opportunity,
deal with engagement in the OCB that you may
think of?
Jobstress.
Mr. H “I could not found the opportunity to promotion. If Less opportunity to
I apply for new organization, my position will be promotion.
higher and my income will higher too.”
Mrs Beside the paper work at company, I must go out Work-life unbalance
Tr: to with the customer until the night, go for a drink
with them. I drank every day, felt very tired and
had no time to care for my family. After marriage,
62

I need time to spend more for family, but the job is
so busy, because the work is include both meeting
customer, financial analysis and paper work. I start
work in 8 am but the end could be 8 pm with no
overtime allowance. Sometime I need to go out for
drink with customer after 5 pm. My husband don’t
like it and advise me to leave.
Even, some of my female colleagues had the same
situation. One day, I realized that I need to change
my job to protect my health and care for my family.
Ms. L: Normal working hours is 8-10 hours a day,
every morning must be in the bank before 8
am, 8 pm go home, I must have dinner about
9 pm and it replays every day. I think that is
very harmful for my health and I have no time
for shopping and going coffee with friends,
even lack of time for the family, boyfriends.”
Working hour
Mr. D:
The salary does not increase but the target increases
quickly. Wages based on the level of completion of
business targets, so if anyone cannot
Salary is increase not
enough the work
63

Q3
meet the salary is low, even not enough for living
cost. Last year the target of capital mobilization
was 2.4 billion VND per month, this year the boss
assigned growth of credit to 3.5 billion. No other
way to accomplish this, I worked for bank nearly 6
months and less customer relationship so I have
to make use of every relationship from your
family, friends and ask them to introduce new
customers. This work is very risky. If I adhere to
the process properly correctly, it will be very
difficult to have qualified customers. If the KPI is
not consecutive for several months, management
will punish and I may be dismissed.
In above unsatisfied thing, what leads you
decide to left OCB?
Could you please tell me
the details about the
reason that you have just
mentioned?
Mr. H
Mrs
Tr:
I want to change my work environment and find
other opportunity to promote and develop
myself Workload and the nature of work.
As I mentioned for my case, I think many female
employee face the same problem like me when
Promote and develop
Workload
64

they are marriage. There are many pressure
to make Banking saleman get stress, the
workload, the time pressure and especially,
the work-family conflict as my case.
Ms. L: The time pressure and I want to find the
new environment
Not time pressure any
more
Ms. D:
The low and not stable income. income
THANK AND CLOSE
65

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