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ACB has successfully positioned itself as a leading learning organization in the banking industry. What sets ACB apart is not only its quality training programs but also its creation of a diverse and creative environment with a strong focus on learner-centeredness in all its continuous learning activities. By adopting a learning organization model, ACB has been able to increase efficiency, build a flexible culture, and foster a self-driven appetite for continuous learning and self-transformation, ultimately adding value to the organization.

Strong Commitment to Becoming a Lifelong Learning Organization

ACB is a pioneer in establishing the first formal training center in the Vietnamese banking industry over 30 years ago, and it has maintained high standards in personnel training ever since. Drawing from practical experiences, ACB has developed a diverse and specialized learning structure that sets it apart from other enterprises. This is also embedded in the bank’s long-term strategy, as evidenced by the commitment of the Board of Directors and the Management Board to build ACB as a lifelong learning organization.

At ACB, both managers and employees are encouraged to engage in continuous and serious learning. Currently, the employee learning rate at ACB is 90%. The number of learning hours is a key component in individual and unit KPIs. On average, an ACB employee needs to complete 67 hours of learning per year. Additionally, the ACB Learning Center offers a catalog of over 250 courses, ranging from professional knowledge to self-care, embodying the true spirit of Work – Live – Learn through diverse learning formats such as classroom learning, online courses, counseling, workshops, knowledge-sharing groups, and practical training.

The ACB Learning Center goes beyond organizing courses; it also establishes a strong learning culture by forming learning partner groups and learning culture activation groups. The learning partner groups focus on connecting with internal and external partners to deliver high-quality, demand-driven training programs, while the learning culture activation groups work to enhance the motivation for continuous learning among ACB personnel.

The bank empowers individuals to choose their learning methods, course catalogs, and development paths. A mechanism for continuous, self-driven, and highly interactive learning has been created within ACB.

Adopting Modern Learning Technologies Aligned with Practical Work

Innovation and creativity are the foundation of ACB’s journey towards becoming a modern learning organization. In the last five years, ACB has continuously invested in technology and learning platforms: a learning website, an internal E-learning system (for courses related to the bank’s operations and those requiring confidentiality), an external E-learning system (for courses that can be taken at home or outside the office), a system to record learning history and duration, a learning dashboard, and a communication page for learning activities.

Online courses and bite-sized learning modules are designed with gamification elements to increase interaction and foster a love for learning among ACB employees. Various production methods are applied flexibly to quickly provide new courses, timely meeting the training needs of the organization and its employees. Video production technology, content design, and AI applications are gradually being established. Moreover, many courses go beyond mere knowledge accumulation, requiring learners to practice and apply what they have learned before they can be considered complete. This activity is also automatically monitored and recorded in ACB’s learning and competition system.

Integrating technology into the learning system is a significant endeavor that ACB is gradually undertaking. According to Ms. Nguyen Hoai Mai, Director of the ACB Learning Center, “We focus not only on knowledge transfer but also on creating conditions for each employee to grasp and apply knowledge in their practical work.” She also shared that ACB continuously improves its quantitative measurement system for the pre and post-training phases to evaluate the effectiveness of learning.

By collecting, analyzing data, and evaluating the system, ACB makes adjustments and develops effective content, methods, and trends in learning, optimizing the process for the organization and individuals during the design phase. Enhancing the learning experience and fostering a spirit of continuous learning will enable each employee to maximize their potential, contributing to the development of a resilient bank that keeps up with trends and is ready to face challenges and seize opportunities arising from development.

Clients, Partners, and ACB Learning Together, Enhancing Innovation Capabilities

With its orientation towards becoming a learning organization and promoting a culture of learning, ACB strengthens innovation and knowledge sharing, harnessing the linkage between internal and external resources to achieve business goals and sustainable development. This approach also creates a work environment that prioritizes personal growth.

Organizational learning enables ACB to implement a comprehensive transformation strategy, covering both products and services and customer experience. ACB’s personnel create new products and processes aligned with market-leading technology trends. As a result, ACB improves workflows, increases efficiency, and adds more value for its customers. Initiatives such as mobile application development, credit approval process automation, internal process automation, and the deployment of advanced data analytics tools demonstrate ACB’s commitment to continuous learning and its pursuit of improvement.

Notably, ACB extends its strong culture of learning beyond its internal boundaries by organizing workshops and seminars to update and exchange socio-economic and technological information with partners and customers. Most recently, Professor Boris Groysberg, a leading professor at Harvard Business School, was invited by ACB’s Chairman of the Board of Directors, Mr. Tran Hung Huy, to visit Vietnam and teach at the Leadership Summit “From Great To Exceptional” for ACB’s strategic customers and partners.

Developing as a learning organization is not just a strategy for ACB, but it also creates a solid foundation for the bank to respond quickly and flexibly to changes in the business environment, continuously enhancing its adaptability to innovations and achieving success in the future. The culture of learning has become a prominent feature of ACB, contributing to a positive corporate culture that offers numerous opportunities for personal growth while maintaining high standards of benefits for its talented personnel.

In August, ACB was honored by HR Asia with the “Best Companies to Work for in Asia 2024” award. This is the sixth consecutive year that HR Asia has presented this award to ACB, recognizing the bank’s commitment to creating an ideal working environment for its employees. Businesses like ACB are contributing to building and developing an increasingly positive work environment in the market.