Talent Management Effectiveness in Vietnamese State-Owned Banks

Abstract

In the constantly changing digital context, state-owned commercial banks have implemented positive changes in their human resource development strategies. To meet the government's objectives for human resource development in the banking field, it is crucial to explore current talent management practices and assess their effectiveness in this industry. This study addresses the identified gap based on the objectives of reviewing the talent management practices employed by Vietnamese banks and evaluating the effectiveness of these activities. This research employed qualitative method as well as quantitative method to serve the research objectives. Twenty semi-structured indepth interviews with middle-level managers from different banks were conducted. Furthermore, 300 quantitative questionnaires containing measurement scales were sent to managers and staff at the banks to assess the efficiency of talent attraction, engagement, development, and retention. Findings reveal that state-owned commercial banks have developed an increasing level of commitment to talent management activities with obtained tangible results. However, there are still downsides related to talent training, engagement, and the measurement of talent management effectiveness for different reasons.