Own my promise

Break through limits

Life-long Connection Manager |Questionaire

Nguyen Ha Giang

(+84) 905 59 13 10

Giang.ngha@aiesec.net

Giangngha@gmail.com

AIESEC Danang, Vietnam

Local Committee Vice President

Talent Management

GCDP EP, INDONESIA

VPTM TRANSITION

VPTM TERM

Learning Points

06-07/2013

09-11/2013

01-03/2014

04/2014-now

Achievements

• Authentic and vulnerable leadership creates shared values, understanding and strong chemistry among team members.•. Do not rush for changes. Change management needs careful planning and time estimation!• How to retain talented members: know my team, coach for improvements, make fun a priority, focus on values.• Communication goes beyond words. Make it visully, intellectually, emotionally and verbally!

• Increase TMP/TLP NPS score from 20 in quarter 1 to 58 in quarter 2.• Launch coaching program, members’ average rating for satisfaction is 9/10• Internal event: improving significantly in both attendance and organizing quality.• Created Grand Unified Model, starting to synchronize all internal talent data.

• The power of faith and passion: place a strong belief in yourself.• Trust my teammates: they deserve the rights to understand and help me!• Careful preparation and rehearsal, tasks should be well-finished sooner than deadlines!

• Successful recruitment: supply the serious HR need and build a potential pipeline for the Local Committee.• Significant induction, leaders are highly satisfied with newbies’ performances (8.36/10, highest rank in AIESEC Vietnam)

• Active listening, Right attitude when giving or receiving feedbacks.• Small, consistent, significant actions make tremendous changes!

• Support children aged 4-6 in access to English, socialization with local people on hygiene issues.• International relationships with people with the same life purpose, passions and value system.

TM TEAM MEMBER

Worst Decision in leadership roleMaking a too ambitious functional plan when I was beginning my term.

I didn’t consider well all the resources I have and the feasibility of my plans. I was too obsessedabout creating new strategies, new initiatives. After three months working, my team and I did aconsolidation and re-planning together. We agreed that my unpractical plan has too many focus,which are not really critical in the local situation. The plan made us exhausted, and inachieving. Theplan underestimate the amount of time needed to launch and reinforce changes we want to make.Then together my team and I defined our key focuses and built our new plan based on that. Weagreed on common goals and common milestones.

Best Decision in leadership roleRecruited potentially “unsuitable” candidates for Talent Management Team

When I did my first Recruitment in March 2014, there are two candidates whom other assessorsstrongly convince me not to recruit. One is studying in college (previously in AIESEC Vietnam weonly recruit university students, not college students, for year of study matter). One is President ofanother club, and is studying in 3rd year, which means she can’t stay in AIESEC long. I coachedmyself and had to reflect several times before making decision. Finally , I took the risk ofrecruiting them for 3 reasons. First, I can see their untiring effort to get in AIESEC. Secondly, Ican see that their value systems are matched with AIESEC and with Talent Management. Third, Iknow they deserve this chance, because I see that they can develop further ahead through AIESECexperience.Up to now, my 2 members are still working hard. Both of them are applying for leadershippositions and their development really makes me proud of my decision!

• AIESEC India is a strong

entity with fast growth, powerful

strategies and developed IT

infrastructure. I believe that I can

learn a lot from working for

Talent Management of AIESEC

India.

• Intention to apply for MCVP

Talent Management next year.

Being NST in such a large entity

will be a tough challenge and

good learning experience.

• Strong passion in the work of

Talent Management. It’s critical,

highly contributing and very

meaningful. My desired career

path: HR insustry or human

education!

Motivation TOApply for NST

NST Relevance INThe reality of India

Handle the large scale of

national operation!

Implement specific areas

of focus in this term. In this

case, it is exit process and life-

long connection.

Enhance individual touch

to each LC. In this way, we can

ensure the MC-LC connection

and deliver necessary support

for each LC.

MC need support from NST to…

Exit

Intention

Stakeholder

Acknowledgement

Exit Meeting with

VPTM, VP related

Exit Proceedings

Exit Intention

deleted

Exit TransitionReal Exit

Ideal Process FORTalent Exiting

OFIndia

Informing the exit intention to:Direct leader (TL/ OCP)

Head of related function (VP)VP Talent Management

The content of Exit Meeting should focus:

Why that person choose to leave AIESEC?

If possible, do necessary coaching and mentoring to help that member.Ask that person to evaluate his XP in

AIESEC and give feedbacks.

In case we can convince him/her

to stay, the process end here.

In case we cannot convince the person to stay, the process continue with transition to ensure that another

member can continue to take his/her role without knowledge gaps (done thought transition meetings…)In this stage, we can also do Knowledge Management

(collecting documents/ materials) if necessar.y

Several steps need to be done in this stage:• Updating his/her status on myaiesec.net. • Updating his/her information in the LC’s database.• Withdrawing any right on internal access (if necessary).• Completing “end-of-XP” NPS survey..• (LCP + VPTM) Considering his/her contribution and decide on alumni certificate.

LCP sends Resignation Email and Alumni Certificate to him/her to officially comfirm the exiting.

Specific minimums---------------

TMP: 30%-50%-70% leaversTLP: 50%-70%-80% leavers

DetractorKEYISSUES TMP

TLP

Dissatisfaction with leaders’ capacity

A lot of members do not have a clear

JD, confused about their roles.

High workload gets member

exhausted. Unaware of added values

and personal development.

LOW

RETENTION

RATE!!!

HOWTO SOLVE IT

THROUGH

EXIT

PROCESS

Exit meeting helps us understand more about the situation of the members. Then we can do coaching/ mentoring for him/her if necessary. Through my experiences in AIESEC, I realize that coaching is a powerful way to motivate and retain talented people!

If the person’s decision to leave is unchangeable, we can utilize information we get in exit interview as an input to improve AIESEC XP quality, especially in the area of JD and leaders’ capacity. From my observation, people don’t leave organization, people leave people. So this could be a great source of feedbacks for improvement

People don’t leave organization. People leave people!I have to say that I do not understand well the TMP/TLP situation in AIESEC India. I read materials

from your JNC and talked to some of my Indian friends to get input for the questions.

However, I strongly believe that if I was given this chance, I will put it as my focus to understandclearly TM in India first and make sure that it would not be a barrier for me to succeed in my role!

BIGGEST

BottleneckTO EXIT PROCESSdevelopA STRONG INIndia

Ensuring members’ commitment to the process WHY?

When people decide to leave, they want to leave right away. So it’s hard to get them stay for a couple few weeks to do all necessary proceedings, especially transition stage.

HOWBuild a critical but practical implementation plan. With achievable milestones!

Pre-education is always essential. Mindset is more important than toolset.

Change Management: Underline the urgefor changing. Explain the benefits. Clarifythe working process and synergies required.

Same tool. Same process. Same method of result analytic to really see how it works nationally!

To Solve?

Other possible bottleneckIf I am selected to be NSTLack of physical touch with TM Commission in AIESEC IndiaLack of deep understanding about TM situation in AIESEC India

Prepare well offline before an online meeting. Utilize Skype time. Close contact with each LCVPTM to track the implementation and make necessary changes to the plan.