This document is an application for the FTU HN Local Chapter's Best Talent Management Award. It summarizes the team's activities over the past quarters, including recruitment achievements that met or exceeded goals. It provides details on the team structure, culture, and vision. Metrics on experience efficiency, talent program satisfaction from members, and retention rates are analyzed. Initiatives like the Talent Coordinator Program and Buddy System are described. Supporting documents with additional details are referenced and available.
This training program offers opportunity for participants to acquire insights, explore leadership and management skills, management concepts, and examine actionable strategies for building the kind leadership and management skills to enable their team or their co-workers to deliver their optimum performance.
The importance of employee onboarding vs. employee orientation programs to maximize employee retention and engagement. A quick guide to onboarding process, from pre-employment to management engagement, training, sharing company values and culture, buddy system and team bonding exercises.
This training program offers opportunity for participants to acquire insights, explore leadership and management skills, management concepts, and examine actionable strategies for building the kind leadership and management skills to enable their team or their co-workers to deliver their optimum performance.
The importance of employee onboarding vs. employee orientation programs to maximize employee retention and engagement. A quick guide to onboarding process, from pre-employment to management engagement, training, sharing company values and culture, buddy system and team bonding exercises.
PDS mentorship and employee development programClay White
This is a management sponsored and employee led mentorship program specifically designed for Planning and Development Services. It is now entering its third year and has been highly successful in engaging our employees.
Learning is essential part for every organizational growth and development. Every world-class institution realize that high quality learning process is what eventually set them apart from the average. Learning & Development are not a static activity, it always dynamically evolves, we therefore need a high-quality framework to catch up with this evolution of performance needs. 4-MAT System was developed by Dr. Bernice McCarthy as a transformative learning framework which engage the whole function of brain in learning and processing information.
How to gather the right evidence to demonstrate the business value of learningDr. Regis P. Chasse, MBA
For many years, we could proudly report the cost of learning (cost per learning hour, the ratio of L&D professionals per 1000-employee, or how many people our high-priority programs reached); however, it was very difficult to demonstrate the actual value of learning to the business.
After years of focused efforts, we now use a pragmatic and cost-effective approach to measure the business impact of learning. This document covers:
• The pillars of our effectiveness evaluation framework
• Moving the conversation with stakeholders from cost to value
• Developing a pragmatic measurement approach for a learning program: challenges to expect and goals to set
Capacity Development (CapDev) in the Humidtropics CRP: Key Strategy and Eleme...ILRI
Presented by Iddo Dror (ILRI) and Zoumana Bamba (IITA) at the CGIAR Research Program on the Humidtropics Extension Proposal Development Workshop, Nairobi, Kenya, 18-20 March 2014
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Case Analysis - The Sky is the Limit | Principles of Management
FHN Ignite R&R Best TM Award
1. FTU HN LOCAL CHAPTER
BEST TALENT MANAGEMENT
AWARD APPLICATION
2. • 4 Members
• Background in :
iGCDP, OGX, SU, ER
• Team structure: TC
Coordinator
• Team vision: Become
LC HR assistance to
enhance every
member’s AIESEC
experience
• Team culture:
Emotionally deep
TEAM INTRODUCTION
4. % TMP
plan/real
% TLP
plan/real
Quarter I 58.84% 100%
Quarter II 96.73% 100%
Fresh
student
38%
2nd
year
46%
3rd
year
16%
Document | Vietnamese Talent 2014 updated on every month on the 5th
https://docs.google.com/spreadsheet/ccc?key=0AiUwluQ-
bWB_dHlkUW9KTVduLVVCOER3bEJNR3pGYXc&usp=drive_web#gid=27
5. EXPERIENCE EFFICIENCY
Formula
(# of Total GCDP Re/# of Total TXP Re working for GCDP) + (# of
Total GIP Re/# of Total TXP Re working for GIP)
LC FTU HN in Batch 1
# of Total GCDP Re = 102
# of Total TXP Re working for GCDP = 52
# of Total GIP Re = 10
# of Total TXP Re working for GIP = 30
Experience Efficiency = (102/52) + (10/30) = 2.294
This data includes supporting team coordinators and excludes 21
newbies from Summer Recruitment because they have not
performed yet
6. TLP NPS SCORE QUARTER I QUARTER II
No of TLP responses 12 23
No of promoter 7 15
No of passive 5 8
No of detractor 0 0
NPS Score 58.33 65.21
TXP QUALITY
TMP NPS SCORE QUARTER I QUARTER II
No of TMP responses 26 41
No of promoter 17 21
No of passive 8 17
No of detractor 1 3
NPS Score 61.54 43.90
7. TXP QUALITY
The NPS Score excludes 21 newbies from Summer
Recruitment due to 1 month working period, they
cannot evaluate truly the NPS Score in a Quarter.
NPS Quarter I responses:
https://docs.google.com/spreadsheets/d/1dvSHVthQYE7B4r
nLqijXZoOngVtwGbWUvYNzlvl6fDQ/edit#gid=1814941150
NPS Quarter II responses:
https://docs.google.com/spreadsheets/d/19c5C1_HY3PMK
QgeSNAJmbjuKNWA-
Z1isGwHo_vghulM/edit#gid=2095781534
8. RETENTION RATE
No. of members recruited in Fall recruitment 2013 35 Retention Rate
No. of members recruited in Fall recruitment 2013 that are still active members 32 91.4%
No. of members recruited in Spring recruitment 2013 18 Retention Rate
No. of members recruited in Spring recruitment 2013 that are still active
members
12 67%
No. of members recruited in Spring & Summer recruitment 2014 45 Retention Rate
No. of members recruited in Spring & Summer recruitment 2014 that are still
active members
45 100%
Short-term Retention Rate = 45/45 = 1
Overall Retention Rate = ( 91.4%/6 + 67%/12+100%/3)/(1/6+1/12+1/3) = 0.9283
RETENTION RATE = (1 + 2x0.9283)/3 = 0.9522
9. TALENT PLAN REFLECTED ON MYAIESEC.NET
Team Member Program: 23
Team Leader Program: 10
11. MEC & LEAD DELIVERY
Stakeholder MEC Achievement Document
Newbie 1st Newbie Camp
( 15 sessions)
Delivered = 100% http://www.mediafire.c
om/download/9vljx1w5
ubialrl/Newbie+Camp+
June+2014+_+Learnin
g+materials.rar
Member Functional MEC 48/57 = 84.2%
the above number is a
guess work because
we do not have local
MEC tracker.
MEC BATCH 1 TERM
1415
https://docs.google.co
m/spreadsheets/d/1oA
y_2iPH8JVakfITZXxdE
b985kjk1DyfcAZbNEc
wCm0/edit#gid=0
LEAD LEAD CAMP
( 14 sessions)
Delivered = 100% http://www.myaiesec.n
et/content/viewfile.do?
operation=fileview&co
ntentid=10303115
Submitted on April 25th
12. LC INITIATIVE
TALENT COORDINATOR PROGRAM
File attached including:
• TC MODEL program introduction
• TC MODEL program job description
• NPS analysis report
• Member Performance Tracker tool (MPT)
• RESULT | TM KPI (as above)
13. BUDDY SYSTEM PROGRAM
ADJUSTMENT
• Change Buddy system content (file attached)
• Buddy-newbie matching inside function to maintain
relationship and improve working support
RESULT | Buddy system feedback:
https://docs.google.com/spreadsheets/d/1JBRbtBCUYG4RLQ
z0YRolc1MmgMbUbDglUgq9f9coEF4/edit#gid=720504724
LC INITIATIVE
14. Criteria Score
Fulfillment of Talent plan
(based on Quarter II result)
96.73% x 20 = 19.346
Experience Efficiency 2.294 x 20 = 45.88
TXP quality We do not know how to
score this criteria
Retention rate 0.9522 x 10 = 9.522
Talent plan reflected on
myaiesec.net
( 33/103) x 10 = 3.203
Opportunities booklet 10
MEC and LEAD delivery [( 1+0.842+1)/3] x x10 =
9.473
LC initiative We do not know how to
score this criteria
15. Contact detail
BUI LE PHUONG
LC VPTM
Email: blphuong208@gmail.com
Phone: +84 165 6066 819
Skype: lesliephuongle
THANK YOU