#builttolast #changethegame

…our organizational value

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

390043600

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

…our market value

10

24

24

24

47

41

48

70

0 7 - 0 8 0 8 - 0 9 0 9 - 1 0 1 0 - 1 1 1 1 - 1 2 1 2 - 1 3 1 3 - 1 4 14 - 1 5

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.

…our individual value

…to our international interns

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

“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

…to our members

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

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

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

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

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