Own my promise
Break through limits
Life-long Connection Manager |Questionaire
Nguyen Ha Giang
(+84) 905 59 13 10
AIESEC Danang, Vietnam
Local Committee Vice President
GCDP EP, INDONESIA
• Authentic and vulnerable leadership creates shared
values, understanding and strong chemistry among
•. 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
• 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
• Small, consistent, significant actions make
• 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 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
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
• 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
Apply for NST
The reality of India
Handle the large scale of
Implement specific areas
of focus in this term. In this
case, it is exit process and life-
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 Meeting with
VPTM, VP related
Exit TransitionReal Exit
Informing the exit intention to:
Direct leader (TL/ OCP)
Head of related function (VP)
VP Talent Management
The content of Exit Meeting should
Why that person choose to leave
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
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.
Resignation Email and
Alumni Certificate to
him/her to officially
comfirm the exiting.
TMP: 30%-50%-70% leavers
TLP: 50%-70%-80% leavers
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.
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!
BottleneckTO EXIT PROCESSdevelop
A STRONG INIndia
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
especially transition stage.
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!
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.