3. Stated in entity legacies, by 30th of June 2015, AIESEC Vietnam wants to see a strong
generation of leaders which is the result from having at least 2 qualified candidates for
every position.
A well-developed membership is foundation for a healthy leadership pipeline; to
contribute to this legacy, iGIP sets the foundation for a measurable development in
functional expertise with:
• iGIP SOP (Sales & Matching Development & Auditing Program) - Link
• iGIP Membership Criteria & Activeness Tracking - Link
• iGIP Talent Profile & Recruitment - Link
18000
2800
3900
43600
iGIP
iGCDP
oGIP
oGCDP
Stated in entity legacies, by 30th of June 2015, AIESEC Vietnam wants to close the
financial year with at least $10000 Profit.
With 70 Re, iGIP contribute aprox. 18000USD to entity revenue as the 2nd focused
programme. Our key projects to drive iGIP contribution in entity sustainability
financially are:
• Fin – iGIP TN Tracking Process - Link
• iGIP Investment Portfolio
• iGIP – Fin Goal Alignment in X goal setting
iGIP, 70
iGCDP,
460
oGIP, 50
oGCDP,
500
Stated in entity legacies, by 30th of June 2015, we want to see strong alignment & connection
in the entity which results in successful regional initiatives & Global Youth Summit 2015.
1415 iGIP focuses on revising MC – LC role in driving iGIP performance. This reflects in 97%
iGIP X results delivered by LC, which enables sustainable long-term growth due to the LC
capacity empowerment.
3 key important initiatives:
• National/ Regional sub-Product Development projects (MT JP, ET, Tourism)
• National Planning & Operational Timeline
• iGIP Operation Criteria` - Link
3%
26%
28%
33%
10% MC FHN
FHCM HCM
HN
Member Efficiency
0.8 TN Re/ 6 months
(Globally 0.88 Re/ 6months)
Retention Rate
80%
Number of Team Member &
Team Leader
72 (AIESEC VN 567)
15 Leaders & 57 Members
Member Activeness
92%
X
Volume
X
Revenue
X
Volume
5. 10
24
24
24
47
41
48
70
07 - 08 08 - 09 09 - 10 10 - 11 11 - 12 12 - 13 13 - 14 14 - 15
With the growth of 46% (compared to last 13-14 term), iGIP Vietnam 14-15 has
facilitated 70 professional internships, in response to the demand of globalizing
workforce in:
• Japanese SMEs & business providing Service for Japanese corporates
• Language Education Sector
• Other: Information Technology , Digital Marketing, Tourism, etc…
50%
16%
4%
7%
12%
11%
Sub-Product Contribution (JD in Targeted Business Sector)
Language Education
Marketing in Japan Sector
Marketing in Tourism Sector
Marketing in Digital Marketing Secotr
Marketing in Other Sector
IT
Volume of Internship delivered by iGIP Vietnam ( 7/2007- 6/2015)
So far, my experience has told me that I was
right…My project manager & me are very
happy with the candidates in the pool provided
by AIESEC.
I am really looking for working more with
AIESEC to globalize our workforce more, and
provide more opportunity for international
students to experience the working
environment in Vietnam “
• Founded on September 13, 1988, for nearly ~ 26 years of development
• One of the he leading ICT company in Vietnam
• Revenue of USD 1.36 billion (financial statement 2013), creating more than 17,000
jobs for the society.
• Ranked as one of the largest private enterprises in Vietnam (by Vietnam Report 500).
Pham Huynh The Hung, Recruitment Specialist, FPT Software Vietnam
“At FPT Software, we are looking for globalizing our workforce because we are
working with international market. That’s why when AIESEC approach me for the
program, I was very interested.
8. The core is the feeling it has created in me when I think of Vietnam, its people and its places.
A feeling that has created a home.
I faced barriers here, at work, on my side business and even on my relationships with people.
Some would call those difficulties but I think that solutions are not that hard to find. I did not
abandon nor really failed when meeting a barrier, there is always a way to overcome them.
Then my biggest challenge is based in an opportunity and not a barrier. After quite some
thought on this question, I guess it is owning the feeling of Vietnam and becoming a part of
it. The challenge was realizing that each step taken here was leading me to transform the
experience into something bigger.
Previously when people would ask me “are you going back home?” I would start the
complicated explanation that I do not have a “back home” and that besides having lived in 5
countries, I still don’t have a fixed home. Today if people ask me the question again, I would
have to say that going back actually means coming here to my place on Lý Chính Thắng
Street.
I guess the most challenging moment is not a barrier but an opportunity. Adulthood only
starts building itself when you lower the learning curve and start making decisions that will
affect your future decades
So the challenge starts now: Building a life in Vietnam. And that’s a long way, which started
with an internship. It teaches me that home is not pre-set, it is for each person to build it and
wherever one feels right is the place.
Renzo X. Linares, 25 yrs, from Peru (on the left)
Worked as Marketing Intern in G.A Consultants, HCMC
9. “The reason why I choose Vietnam as I want to experience South East Asia country. I
want to see how developing countries are.
Also, in my future I want to work abroad, so I want to have an experience how to work
abroad.
During my internship, I met a lot of people., and also thought about my future. I was a
really good experience for me. “
Yuri Kawamura, 21yrs, from Nagoya, Japan (the 2nd from right side)
Worked as marketing intern in Grateful Days, HCMC
11. What is the key learning that helps you succeed?
The key learning point that I have experienced the most since the very first works with
iGIP is the collaboration among a team. I used to think teamwork skill is a very
common one, it is when everyone wants to share the work to feel less the burden and
more the fun. However, we barely collaborated and considered it as one of the
characteristics of our work. We somehow didn’t trust another to be able to continue
our work as well as we could. We didn’t have a person particularly in charge of any
stage of the process so we had no idea who should help us.
That’s the reasons for my focus on specific JDs for each member and ensure the
information transparency among teammates so that everyone wouldn’t waste time
asking around for information or help. These 2 things also contribute to the further
experience for the whole team as we all join the work, we care and understand more.
The specific JDs define each member peak times so we know what we should focus
and who to support at a time. The comfortable working atmosphere makes it easier
for everyone to feel relaxed and not awkward to ask for help from others.
Nguyen Viet Ha, 20 yrs, from Hanoi (the 2nd from right side)
Project Leader of Language Education Sub-Product, FTU HN
12. Tokyo living, EP experience, Japanese people, everything is far different from what I was
thinking when I worked in AIESEC as internship manager. The reality changed my mind
completely.
The country is so amazing, I travel almost every week, the country never stops
surprising me, especially the lifestyle and Japanese people. I have got so many lesions in
traveling, social behavior (with friends, house mates, coworkers) and of course working
in a Japanese company. Here is one of them:
I am not in a working environment where my boss is showing a clear route of my
development, he does not give me a specific big goal or a big picture of what I am
doing with him. Because the project I am doing, I took with him the very 1st step of it. He
also has no idea what should expect for the different of hiring a foreigner. He just thinks
simply it is good because his project is dealing with foreigners and I can bring new
atmosphere for his company. But how, we both don’t know.
For the 1st 3 month, I tried to work hard and complete all the tasks he asked, but I still do
not feel right somehow, I still can not see why should a Vietnamese working here, not a
normal Japanese. Then I asked for a feedback meeting of 3 sides from AIESEC. Here is
what I found out:
-I thought that completing all tasks from boss should be fine. He also satisfied with what
I did. BUT he also expected I can give him new ideas in the project. Moreover, I should
try to behave and work differently to change the individual working habit of his staff.
-He thought that just give me a good living condition, tasks to work everyday is ok. BUT
for me, I expected more challenging work with clear goal and big picture. I also need
direct feedback to improve myself. He did not know that and of course, he did not do.
You can see that but for the feedback meeting, I and my boss would never have seen
clearly about the expectation of each other. I would have had no idea how I can make
my work better. Monthly meeting feedback is absolutely important but normally AIESEC,
we just skip it and feel happy with just the realization. EP and TN are our customers,
almost of them are trying the products. And AIESEC, we are now just giving them
product with no instruction. We can not tell them what to do, but give them the
platform to find the right way themselves. Do the right thing as a consult service and
take care of their experience to the end
Outside a really good working place, this internship also give some 1st time in life
experiences: snowboarding, camping over night in the beach, skydiving, Japanese
convenient living and so on. At the end, Japanese is my best experience in life for now.
Nguyen Thu Huong , 21 yrs, from Hanoi
Former Vice President of Global Internship Programme FTU HN
Taking marketing internship in Japan
13. As a leader, I tried everything to define the root causes of all problems, “what stops us to
perform the best?” and I also made the SWOT. Up to now, I still believe that the comparison
between salesmen’s and matchers’ results are not balanced, not fair at all. I still believe that
my members are good, competent, have no serious problems relating to talent capacity. My
member got hurt and angry. As a leader, I was the most demotivated and saddest person in
my OC. Then I decided to ignore bad comments and collect more inspiring stories to
motivate my OC. From that moment, I raised my great belief for OC, set their mindset to do
their utmost till the last minute as we couldn’t begin again.
I always told them “I believe you are excellent, I believe you can do it, as long as you listen to
me, never give up, ignore others and try your best till the end. We still have 2 months left to
make a breakthrough. Can we do it?”. Do you expect the result coming? With a growing OC
of 10 members from April, we have achieved more than 2/3 goal in May – just 1 month
The key learning point here is sometimes you experience hard days with incorrect criticism,
demotivation and want to give up immediately. Just remind yourself what the reasons you
begin these things are, focus on the positive people working closely with you, ignore the
surrounding distraction and criticism, then try your best to reach the goal. Keep in mind that
your goal is almost there, the diamonds are in 1 meter reaching.
I learned that it’s not because we are not competent or not trying enough but because we
didn’t work smartly. Only until May, we realized that the peak time of matching of each sub-
products are totally different from what we expected at the beginning of the phase. As a
result, we wasted too much time and force on Feb, Mar, Apr without any results. So from
now on, I care more about updating situation from MC Vietnam and other regions.
Dang Hong Ngoc, 20 yrs, from Dananng, studying in HCMC (the girl in yellow Tshirt)
Customer Experience Manager of LC FTU HCM
14. What is the key learning that helps you succeed?
I think one of my strengths as well as the key learning that helps me succeed is the way to
follow – up EP in matching. At the beginning I didn’t know how to follow – up EPs after
approaching them as well as after 2nd interview, so they broke with my TN to match. After
MC’s training, I know how to follow – up EPs after 2nd interview to make sure that they can
keep calm and wait for the result from the company. For example, try to become their
friends from the step of approaching, try to talk with them every day, try to find the way to
help them keep calm and feel that they are potential for the TN and make them realize
that Vietnam should become their 1st choice and clarify some of value and offer of TNs
that make them feel it is worth coming to Vietnam.
What is your contribution to your team?
There are 2 main things that I contributed to my team:
- I am in charge of researching EP pool to update for salesman to communicate with
partners in meeting. It is very helpful for salesmen to have the clear pool research.
After we do the step of researching pool, our salesmen can approach and raise TNs
more easily.
- Keep connection in team. Because at the beginning, my team had the problem in
building the connection in team, we realized it was the main problem that made us
fail in working. In addition, I am a caring person and also can connect with others
very well. Therefore, it was quite easy for me to get used to my new teammate and
become their true friend. Therefore, we start to understand each other, and then
we feel easy to communicate with each other and work together effectively.
Do Ngoc Thanh Thuy, 19yrs, from HCMC (the 2nd from right side)
Member in charge of International Intern Recruitment of LC HCMC
15. Key Learning - Working with key focuses
The NST journey has taught me the lesson on defining key focuses in each stage of working.
Instead of trying to do as many things as possible at the same time, picking up the most
relevant one and keeping focus on achieving it to the fullest seems more rational.
My legacy - Raising LC awareness & have clear measurement of talent development
At the beginning of term 14-15, no LC focus on member development due to the busy
operation tasks and working schedule. However, after 6 months running Talent Capacity with
a variety of activities from training, auditing to leveraging its impact in the commission
summit, nearly all LCs put member development as a key strategy on their plan and show the
alignment with MC in the execution of such strategy.
In previous terms, it is nearly impossible to measure talent development due to the lack of
recording member performance, which causes several difficulties in defining strategy to
improve member capacity. With the KPIs implemented during this term, each member
performance is recorded in order to support finding out member bottleneck and building
relevant recruitment and development plan.
A story that u think u did make a small change or impact on someone/something.
The result from the 1st auditing was not positive at all since most salesmen faced quite a lot of
difficulties in dealing with partners, which can directly affect our raising peak afterwards.
But in the 2nd auditing 3 months later, their performance were totally different. Almost core
salesmen showed their improvements in both knowledge and skill as well as had more
confidence in leading the meeting. It was also the first time we engage external partner in
assessing salesmen and his positive feedback for our members was the strongest evidence of
sales capacity development. Even the salesmen with the biggest improvement throughout the
2 auditing times became OCPs of the next 6 months. And that moment did bring me more
belief on the impact of what I am doing and stay strong until the end.
Le Thuy Tuyet Anh, 21 yrs, from HCMC (the 2nd from right side)
National Supporter of Talent Development
