From Resolution to Action: Promoting the pioneering role of Party members in innovation and improving labor productivity at BIDV.
Putting the Party’s resolutions into practice goes beyond simply disseminating the principles; it requires concretization through practical actions, innovative initiatives, and measurable results. At BIDV, the application of technology in work management is a concrete approach to improving labor productivity, developing the workforce, and contributing to the goal of building a large, strong, and green bank.
Reforming management methods – a requirement from practical experience.
During the implementation of the Resolution of the 14th National Congress of the Communist Party of Vietnam and the Resolution of the 15th Congress of the BIDV Party Committee, term 2025-2030, linking Party building work with professional tasks places increasingly high demands on each cadre and Party member. Innovating management thinking, improving the efficiency of resource utilization, and developing the capabilities of the workforce are crucial factors in realizing the bank’s development goals.
In business units, the diverse workload, varying deadlines, and the need for coordination among staff, leaders, and supervisors demand a management approach that ensures timeliness, transparency, and efficiency. If task assignment, progress tracking, and result compilation remain heavily reliant on manual processes, managers may spend excessive time monitoring tasks, while staff members may struggle to proactively manage all assigned duties.
Based on that need, the “Automated Work Assistant – AllJobs” initiative, developed by the Gingers team at BIDV My Dinh, aims to apply technology to improve management processes, support leaders in managing work, and enhance the sense of responsibility of each employee.
AllJobs – From Technological Innovation to Management Efficiency
AllJobs integrates with Google Forms and Google Sheets, supporting task entry, progress updates, automatic email reminders, and data aggregation for performance evaluation.
The process is designed for simplicity: leaders or staff enter job information; data is updated to a centralized tracking board; job status is visually categorized by progress; the system sends email reminders and provides information for leaders to monitor and follow up. Data can also be aggregated by month, job type, and completion status, creating a basis for more frequent and objective evaluation.
During the one-month trial, the tool was designed to serve approximately 3–4 people at each branch , including customer relationship managers, department leaders, and supervisors. The average monitoring volume reached about 40 tasks/month/staff member .
Notably, the on-time completion rate increased week by week. Specifically, the on-time completion rate rose by 17 percentage points from the first to the last week of the trial period. This is a positive sign, indicating that clear task assignment, focused progress tracking, and timely reminders can support improved proactiveness and work discipline.
The initial results show the potential of AllJobs in improving work management. However, to fully assess its effectiveness, further monitoring on a broader scale is needed, along with verification of time savings, task completion quality, and the stability of results across different phases.
Promoting the role of Party members in innovation.
As a Party member since May 2nd, 2018, working at BIDV since April 15th, 2019, and currently serving as Deputy Director in charge of business at the Nguyen Co Thach branch of BIDV My Dinh, I recognize that the pioneering and exemplary role needs to be demonstrated through proactively identifying problems, proposing solutions, and disseminating effective practices within the team.
From AllJobs’ experience, it’s clear that innovation doesn’t necessarily have to start with complex technological systems. A suitable tool that addresses the right management needs can also create positive changes in work organization and internal coordination.
More importantly, the initiative helps to open up a data- and results-based management approach. When tasks are clearly assigned and progress is tracked transparently, leaders have more basis for coordinating resources; staff are more proactive in organizing their work; and evaluations have a more concrete basis.
This also presents an opportunity for managers to shift their time from manual monitoring tasks to higher-value tasks such as providing guidance, training, troubleshooting, and developing employee skills.
Solutions to improve labor productivity and develop the workforce.
To maximize the effectiveness of technology application initiatives within banking business units, the following solutions should be emphasized:
First, management innovation must be linked to practical requirements. The tools should stem from job needs, be easy to use, convenient to monitor, and suitable for the unit’s business processes.
Secondly, emphasize the responsibility of leaders. Leaders need to set an example in applying new working methods, assigning clear tasks, providing timely feedback, and evaluating staff fairly based on performance.
Thirdly, develop the capabilities and initiative of employees. It is necessary to combine monitoring tools with professional guidance, experience sharing, and training in work organization skills. The goal is not only to control progress, but also to help each employee improve their self-management skills and complete their tasks.
Fourth, evaluate effectiveness using real data. Besides the on-time completion rate, it’s necessary to monitor processing time, workload, output quality, and user feedback to further improve the initiative.
Fifth, ensure information security and regulatory compliance. The application of digital tools must be reviewed for access rights, data scope, security requirements, and compliance with BIDV’s internal regulations before being expanded.
Sixth, encourage and replicate appropriate initiatives. Effective practices should be recognized, refined, and shared within the system based on practical evaluation, avoiding superficial implementation or replication before the necessary conditions are met.
Each initiative is a step forward in implementing the resolution.
The goal of building a Big, Strong, and Green BIDV requires a combination of growth, effective governance, human resource development, and technological innovation. Initiatives like AllJobs contribute to concretizing this direction through daily work at the grassroots level.
For every official and Party member, putting the resolution into practice first and foremost means fulfilling assigned tasks well, proactively innovating working methods, maintaining discipline, and promoting a sense of responsibility. For managers, it also means creating an environment for employees to develop, encouraging creativity, and using tangible results as a measure of success.
Through small but clearly targeted changes, Party building work can be more closely linked to professional tasks, contributing to improved labor productivity, workforce quality, and operational efficiency of the bank.
When each Party member takes the lead in action, every initiative stemming from practical experience is nurtured, and every result is evaluated with verifiable data, the Party’s resolutions will gradually be put into practice, creating a foundation for BIDV’s efficient, safe, and sustainable development.
References
1. Communist Party of Vietnam (2026), Resolution of the 14th National Congress of the Party .
2. Party Committee of Vietnam Investment and Development Commercial Bank (2025), Resolution of the 15th Congress of the BIDV Party Committee, term 2025–2030 .
3. Gingers Team – BIDV My Dinh (2026), Automated Job Assistant Tool – AllJobs , initiative introduction and user guide.
Original article
https://congluan.vn/tu-nghi-quyet-den-hanh-dong-phat-huy-vai-tro-tien-phong-cua-dang-vien-trong-doi-moi-nang-cao-nang-suat-lao-dong-tai-bidv-post365241.html
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