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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 P...
Worst Decision in leadership role
Making a too ambitious functional plan when I was beginning my term.
I didn’t consider w...
Exit
Intention
Stakeholder
Acknowledgement
Exit Meeting with
VPTM, VP related
Exit Proceedings
Exit Intention
deleted
Exit...
DetractorKEY
ISSUES TMP
TLP
Dissatisfaction with leaders’ capacity
A lot of members do not have a clear
JD, confused about...
BIG
GEST
BottleneckTO EXIT PROCESSdevelop
A STRONG INIndia
Ensuring members’
commitment to the process WHY?
When people de...
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NST TM India (Life-long connection) Application

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My application for the NST of Life-long connection (the position to take care of the exit process of AIESEC members)

Published in: Recruiting & HR
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NST TM India (Life-long connection) Application

  1. 1. Own my promise Break through limits Life-long Connection Manager |Questionaire
  2. 2. 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
  3. 3. Worst Decision in leadership role Making 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 obsessed about creating new strategies, new initiatives. After three months working, my team and I did a consolidation 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. The plan 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. We agreed on common goals and common milestones. Best Decision in leadership role Recruited potentially “unsuitable” candidates for Talent Management Team When I did my first Recruitment in March 2014, there are two candidates whom other assessors strongly convince me not to recruit. One is studying in college (previously in AIESEC Vietnam we only recruit university students, not college students, for year of study matter). One is President of another club, and is studying in 3rd year, which means she can’t stay in AIESEC long. I coached myself and had to reflect several times before making decision. Finally , I took the risk of recruiting them for 3 reasons. First, I can see their untiring effort to get in AIESEC. Secondly, I can see that their value systems are matched with AIESEC and with Talent Management. Third, I know they deserve this chance, because I see that they can develop further ahead through AIESEC experience. Up to now, my 2 members are still working hard. Both of them are applying for leadership positions 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 TO Apply for NST NST Relevance IN The 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…
  4. 4. Exit Intention Stakeholder Acknowledgement Exit Meeting with VPTM, VP related Exit Proceedings Exit Intention deleted Exit TransitionReal Exit Ideal Process FOR Talent 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% leavers TLP: 50%-70%-80% leavers
  5. 5. DetractorKEY ISSUES 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!!! HOW TOSOLVEIT 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 understand clearly TM in India first and make sure that it would not be a barrier for me to succeed in my role!
  6. 6. BIG GEST BottleneckTO EXIT PROCESSdevelop A 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. HOW Build a critical but practical implementation plan. With achievable milestones! Pre-education is always essential. Mindset is more important than toolset. Change Management: Underline the urge for changing. Explain the benefits. Clarify the 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 bottleneck If I am selected to be NST Lack of physical touch with TM Commission in AIESEC India Lack 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.

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