Vice President 22.

23
Application Form
Nguyen Ly Kim Ngan

#ProudToBeAnAIESECer
General Questions
1. Who are you and who do you aspire to be? If there were one change that could stop you from applying, what would it be? What is
driving you to continue the AIESEC journey and apply for the position?

About me
My name is Kim Ngan, currently LnD Manager of Talent Management function. I used to be a shy girl who tried to avoid meeting people, was
scared of doing & learning, and had tons of self-doubt, but AIESEC has changed me into a better version of myself. AIESEC has taught me to
embrace the challenges and be more open. Now I am here at the Talent Management function and applying for a higher position.
The story that I would like to draw is "Climb the unclimbable". This has two meanings:
✩ Climb the highest mountains to see the world
✩ Climb the “inner hills” to become a better version and see myself grow

Something that could stop me

✩ Having been in AIESEC for more than 1.5 years, there were two times that I had the most self-doubts. The first one was when I was
overwhelmed with tons of scopes of work, and it felt like the end of the world in the Summer phase. I wanted to give up, but I proceeded by
reminding positive things about how AIESEC takes me to where I am today. Secondly, when preparing for this application, I again had
self-doubts and that I was burnt out, but here I am submitting the application package.

✩ To overcome all of the self-doubts, I talk to myself and stand up to continue the journey. Therefore, the only obstacle that could stop me is
“me” stop saying positive things. When I overcome the “inner hills” that I created myself, I am not scared of anything in the world.
 My motivation
I had never thought I would love this organization this much when writing those words. Since the day I applied for the LnD manager, the thought of
becoming a VP echoed in my head for no reason. I do not know how many times I asked myself, "Should I apply for the higher position?" Could I
spend another one year to be a VP TM at AIESEC?" These thoughts obsessed me for more than two months, and here I am today. I have got the
answers for those two questions above and millions of other related questions through 2 categories of reasons.

“Selfish reasons” “Selfless reasons”

✩ I would love to go with TM because I want to work in the HR
✩ I realized that I wanted to add value to TLs while conducting
field. TM in AIESEC has a very clear process, and this could equip
LnD meeting them monthly though previously I did not. I hosted
me with the knowledge of both HR and leadership skills.
spaces for reflection and sharing where I told them my stories
✩ Also, being a VP is very challenging and requires a lot of effort.
and shared my learning points in the AIESEC journey. Also, I felt
I simply love challenges because this would enrich my inner self
inspired when seeing TLs find it helpful to apply my sharing to
with more invaluable experiences that I could accumulate as a
their operation, and they get closer to their team, and I could also
student. In the future, I believe that all the knowledge and skills I
get close to the TLs too.
acquire along VP would support me to overcome all the
✩ Moreover, I want to be a part of AIESEC in the HCMC
difficulties.
Leadership body because I hope to contribute to the growth of
✩ Network is one of the treasures that AIESEC gives me. When
LC members, just like how AIESEC has changed me into a better
being in a higher position, I could network with alumni and learn
version of myself today.
from them.

We only live once Do what scares you

2. What is the positive and negative feedback you received from your teammates/leaders during your team working experiences? How
will you utilise and minimise those feedbacks?

Positive feedback Negative feedback

People describe me as an accountable person, I am considered a calm person and a listener rather
which means that I will do it when I decide to do than an active person who always raises ideas. In a
something. To me, accountability refers to discussion, I listen to what others say to have the
commitment and responsibility. Being responsible overview and then speak up my thoughts. However,
helps me commit to the end with all the things I do in some cases, I am described as being too shy to
without the reminding of other people. speak reviews. This personality is good when
Accountability cannot be acquired via 1-2 pieces of working with a group of people for a long time, but
training but through the experience. To utilize the it could affect my performance if I only have a short
feedback, I believe that the best way to do this is to amount of time to work with them. To minimize the
remind yourself of the responsibility that I have, feedback, I practice asking WHY, raising my ideas
and if I don't do this, I could not build personal more often, and contributing to the whole team.
branding, which could affect others who work with Asking WHY also helps me be more critical and
me. work more purposefully.
3. What are the values that best describe you as a leader? Have you demonstrated these values throughout your inside and outside your
AIESEC journey? How do you see your values changing one year later from this moment?

Teamwork Spirit “Climb the

unclimbable” Spirit

If you want to go fast, go alone, if you want to go far, go with a
team. This is from Jack Ma - a great leader I admire because he
has successfully led a team to establish the Alibaba empire
despite the odds and many rejections he had encountered. I
believe that teamwork makes the dream work. As a team
leader, I must unite all team members so that we can move as
one and achieve our goals. Also, to lead the team in the right
direction, I must know myself first, set everything clear to avoid
unnecessary conflicts, and create spaces where people
collaborate smoothly. Inside and outside AIESEC, I always create
spaces for members to get to know and synergize with each
other. Engagement spaces like these could increase their
mutual understanding for smooth collaboration.
If you want to do something, the universe conspires in helping
you. This quote is from the Alchemist book. As a leader, I need
to stay positive to encourage and inspire others, not transmit
the negativity which can drag members down. To do this, I want
to help members trust the process, increase their
self-awareness and believe in their potential because when
they start to have a strong belief for something, they can
unlock their potentials. Inside AIESEC and outside AIESEC, I
always encourage my members to move ahead despite all the
difficulties we encounter. Especially running oVI and
YouthSpeak trained me the Law of Attraction, which means that
when we want something and do it with positive thinking, we
can achieve it.

Teamwork and "Climb the unclimbable" spirits are the core of my leadership styles. I am not sure whether it will change
or not but change is the only constant. Maybe, it will somehow have adjustments but I believe that no matter how styles
change, I will always focus on goal achievement and member development.
4. Balanced Scorecard Analysis of LC HCMC from Feb 1st until now
Talent Capacity
-There is enough HR in Winter phase with new
structures
-Member Capacity is enough to run operation
- Many functions had HR crisis in Summer phase
-No measurement of capacity of members (Have
reference from FTU HCMC but not utilize)
Learning and Capacity
Talent Development Talent Engagement
- VPs focus on TLs mostly - Members are active to join LC activities
- Have clear MEC for newbies - InComm has engaged members well
- Give audit for members and TLs in product functions
- Standardize onboarding plan for newbie and TLs - Virtual working causes members to lose
- High LAR 1.88 in Winter motivation and members have difficulties
- Not focus on MEC for juniors and seniors because of operation connecting with others
peak
- Could not define training needs for LC members

Internal Process

Legality Horizontal Vertical

- Have monthly Finance report for EB
- Contracts are well-stored
- Members are not aware of financial situation
- Finance cannot support legality aspects
- Have legality issues with university
- LC has not had legislative meeting
- Have clear synergy process and routine - EB has enhanced the culture of LC
- Have clear tracking tools and data is well-stored
- Have tactics to approach each market and various promotion - MC direction does not support internal operation
channels - MC does not give timely support for LCs
- Have podio support and educate brand
- Functions support each other in converting leads
- SOP is not standardized in EwA functions
- Members are not clear about scope of each function and their role
as there are new scopes

Customers
B2B B2C
- Have webinars to increase brand awareness and educate market - CRM is enhanced
- Benefit delivery - Diversify customer profiles: youths, universities, high school students, alumni
- LC portfolio reaches more partners and keep them interested - Amplify brand awareness through branding events
- Unhealthy relationship with universities - SnD misalignment in product functions
- Have difficulties in connecting with partners due to COVID-19 - Process is prolonged (cannot keep interest of EP and partners)
 Finance

Smart Investments Financial Sustainability

- Invest instead of cutting cost: RnR, Zoom premium account - MofR 6.8
- Diversify revenue streams: non-exchange functions - Debt ratio decrease: 32%
- Have clear process for functions to follow and cut costs - FnL involves in operation to consult budget plan
- BvA 80%
- Product functions contribute less money cho LC
-Not have International transfer process and implemented - Still have many refunding cases

Traffic Light Burning Issues And Solutions

Scope Current Stage 21.22 Ideal Stage 22.23 -Build SOP for each
scope in Ewa
EwA functions have
functions
Talent Capacity yet had SOPs
We will implement MEC effectively to align -Build clear synergy
Learning & map
Talent Development member's goals with AIESEC and develop
Capacity
leadership potential in them
Talent Engagement
-Ensure pipeline
Legality We will standardize all the process with Shortage of Talent
resources and
Capacity
clear routine and structures. We will make reallocation
Internal Process Horizontal
sure that each of us is on the same page so
Vertical that we can move as one
-Minimize cost when
B2B We will develop long-term and healthy hosting events
Customers -Financial Situation -Optimize revenue
B2C relations with our customers
has been improved from purposeful and
Smart Investments but needs enhancing long-term
-Legality Issues partnerships
Finance Financial We will sustainably and financially grow -Enhance legality
Sustainability knowledge
5. What are the problems of our LC? As an EB team, how do you think you and your team can collaborate to tackle those problems?
Product functions contribute less to LC
financial goals
- Have initiatives to increase product
awareness and penetrate into new markets
with various promotion channels
- Ensure legality aspects
- Revise SOP for better productivity
- IR partners should be taken care of to deal
with SnD misalignment
-Prepare risk management when everything
gets back to normal
-Also have events for product branding and
collect fees
KEY CHALLENGES
Membership experience is affected by Unhealthy partnership
virtual working context
SOLUTIONS
- Have trainings with 70/20/10 model with
support of CD and ER with practical - Build SOP and scopes for UR partnership
knowledge that they can apply to their - Enhance benefit delivery to maintain
career path long-term and purposeful partnership
- Conduct Hearing Project (GCP of FHCMC) - Optimize revenue from partners and
to keep function members on the same page minimize costs when delivering benefits
and develop their planning skills
- Focus on Leadership Body Development
by providing necessary skills such as setting
goals, managing team,...
- Conduct projects for members’ mental
health
Functional Questions
TM at a glance 1. TM Performance & Achievements based on TM Process

Key bottlenecks Key bottlenecks

Key drivers (20.21)
-100% of every function has its own
persona for every function
-Had communication plan for the
recruitment and 70%-90%
communication plan was
GET implemented. TMP was
well-promoted
-LAR was high (1.48) in Winter
-Supporting group was a great success
(more than 50% of #AFs and 74% of
#Newbies)
-Good preparation for virtual AC and
FI summer round
-TMP was standardized with tracking
tools, new AC materials, clear working
spaces
(20.21)
- Not gave detailed feedback for
rejected applicants and confirmation
mail was late
- Capacity of assessors was ensured
- Promotion: Content was not
relevant and aligned with LC
-Timeline was not well-planned and
should be planned in advanced
-Lack of HR
-LC members were not active to join in
events for newbies. EB was not fully
involved in the marking process
Key drivers (21.22)
(21.22)
- Standardized process with revised
materials for each round and to do -Timeline is rushed and misaligned
lists
- High LAR: 1.88 for Winter -Lack of HR when coordinators
- Overachieved AFs in Winter with leave
300%. Effective seeding tactic and
changing avatar frame
- Effective trackers for Talent
onboarding. Customized booklets and
trackers from other LC
- 100% newbies joined LTS
- In summer, Newbies onboarding
program had positive feedback

-100% members had PDP
-100% Talent review was conducted
-Had MEC for each function
DEVELOP
-92% to 97% members engaging with
AIESEC from Q1 to Q2
-Calibration meeting only took data
but not enhance TL leading capacity
- Not every TLs had monthly reports
-Reports about overall performance of
LC and synergy among EB, not
detailed in teams
-Talent review did not involve EB->
not yet define the needs of EB, VP not
focused on reporting
- Have LnD meeting monthly to catch
up with TLs and VPs
- Have TL CMS Call and Quick Call to
engage TLs and equip them with
knowledge content based on needs of
TLs (customized content)
- Standardized tracking tool and PDP
for the whole LC
- Have MES for each profile to assess
self capacity
- 96% active membership
- 100% TS implementation
- Clear data submission process
-TLs sometimes missed deadlines
from TM
-Late in doing TL CMS because of
hectic schedule (overlap with LCP
election)
-Not ensure to have 100% LnD
meetings due to hectic timeline
-Not enough space for TLs to learn
and engage
TM at a glance 1. TM Performance & Achievements (term 20.21 and term 21.22) based on TM Process
Key drivers (20.21)
-Had RnR for best newbie and
recognition space within
function
- Posts were well-designed.
SSS engaged members well
KEEP with hilarious and insightful
content
-Have engagement projects
like Dance Challenge, Hi
AIESEC and VP dating
-Have monthly and quarterly
report
REPORT -Report was structured clearly
- Have report templates
Key bottlenecks
(20.21)
-Did not have a clear system
and routine for RnR
-TM was late in the process of
report after monthly review
Key drivers (21.22)
-Have LC got talent to engage
LC members
-Have dating project to engage
TLs
-Have TLs sharing in TL Call to
share GCP
-Incom is beautiful with
consistent design
-NPS for leaders: 81.44
-NPS for AIESEC: 91.75
(highest among entity)
-90% members join LC
activities
-Have healing project for
member's mental health
-Have HPBD project
- Have monthly report for each
team
- Have quarterly report for EB
- Reports were structured and
clear which give TLs and VPs an
overall understanding of LC
health
Key bottlenecks
(21.22)
-MEC for juniors & seniors is
not a focus because of
different operation focus
-MEC of TM: have difficulties
define training needs for
members
- Incom is only restricted to
SSS, do not have groups or
learning hub
-Cannot meet the needs of
all LC members in training
- Content is repeated on SSS
-Report was not that
effective for operation
improvement: already said in
LnD meeting
-No measurement for
effectiveness of report
TM at a glance 2. Legacies of TM 21.22 and utilisations for TM 22.23
Recruitment
✩ Have standardized system
(to-do list to track the progress)
✩Effective trackers for Talent
Legacies onboarding and customized
booklets
✩ Newbie onboarding program
✩ Ensure assessor capacity
✩ Standardised trackers
✩ Newbie onboarding program
Utilisations
with new format
Learning &
Development
✩ Monthly LnD meeting with
TLs
✩ TL CMS Calls and Quick calls
✩ Monthly Talent Report
✩ Standardised RnR system
✩ Dating projects
✩ Local MES
✩ Standardize training timeline
✩ Revise RnR system
✩ LnD process enhancement
(quality of calibration meeting,
monthly report)
Talent Engagement
✩ Have internal communication
guideline for SSS
✩ SSS has the theme for each
stage which is consistent
✩ Projects to engage members:
HPBD, 20/10 project, Healing
project,...
✩ Have a Facebook group for LC
members, not just focus on SSS
✩ Fun projects for engagement
and healing projects for mental
health
✩ Maintain the clear internal
communication guideline
TM roles and 1. In your opinion, what is/are the strategic roles of TM with other functions in LC HCMC? How is TM relevant
my ambitions to AIESEC Essence?

Strategic roles of TM

GET DEVELOP KEEP REPORT

✩ Attract top talents ✩ Ensure Team Standards ✩ Engage LC members through ✩ Provide monthly and
for LC HCMC Implementation fun and mental health-related quarterly overview of
✩ Onboard top ✩ Conduct consultancy projects and internal LC performance and
talents space for leadership body communications engagement
✩ Engage talents ✩ Performance monthly ✩ Conduct projects to ensure ✩ Define next steps and
and ensure AIESEC evaluation pipeline resources suggestions
knowledge ✩ Conduct TL CMS Call to ✩ Work with learning partners to
enhance leading capacity provide trainings for LC members

Relevance to AIESEC’s essence

What TM does aligns with AIESEC's essence in terms of developing leadership in youth. TM ensures the
performance and potential of members through self-leadership and enhances the maximum capacity of TLs through
learning and development support. TM is also the strong supporting system that could give members consultancy
and inspire members to embrace leadership opportunities as well as challenge themselves in a higher position with a
more challenging practical environment.
TM roles and 2. What is your ambition as LCVP TM 22.23? Define your focuses and action steps in order to achieve your
my ambitions ambitions? How would TM 22.23 different from TM 21.22?

My ambition as LCVP TM 22.23

- Award: my ambition is to receive 2 TM excellence awards in National Conferences because this would signify how TM has
demonstrated to develop the leadership potentials in LC members
- TM members: they sometimes lose motivation because they cannot see the immediate impact. Therefore, I want to help them feel
fulfilled with what they do and equip them with leadership skills by empowering them to be the leaders of their some projects
- TM's roles: grow TM with the Membership Experience Program

My focuses and action steps

Capacity Enhancement Membership Experience Program (MXP) Membership Engagement

Click here to see my actions steps with each focus

Difference of TM 22.23 and TM 21.22

TM 20.21: Respond to COVID-19
TM 21.22: Recover - this term builds the foundation for Recruitment Process, Leading Capacity Building, Internal Engagement
TM 22.23: Thrive - this terms will focus on the MXP programs with 16 MX Standards and MX funnels. We will focus on enhancing
Recruitment Process, Leadership Body Development and Membership Experience. This term will mark TM becoming a product function
with membership as the priority. Also, I believe that, not just TLs, but members could develop their leadership mindset and skills and know
how to align AIESEC with their career path
TM roles and 3. With the implementation of the new Membership Experience Program (MXP). How would this affect your
my ambitions operation & how you align the direction of AIESEC about MXP into your focuses next year?

Effect of MXP on my operation

MXP will surely make a significant change in TM in general. However, with the new 16 MX standards being
implemented, operation remains the same which is recruitment, learning and development and internal engagement.
We will not follow the GET-DEVELOP-KEEP-REPORT (TM Process) anymore. This would affect my operation in
terms of aligning the MXP with the current structure while operation remains the same.

MXP alignment into my focuses

MXP implementation is one of my focuses. This program is new to which we need time to adapt and make it aligned
with my focus of capacity enhancement. Here is how I will align MXP with my focuses:
+ 16 MX standards: Previous Team Standards are included in the new MXP, TM will ensure the implementation of
these standards to enhance leading capacity and membership journey
+ Leadership academy could support TM in providing trainings focused on leadership as the core. TM could utilize the
70/20/10 to enforce what they learn and provide trainings in terms of skills and mindset
+ MX Funnels: TM could utilize stages in the funnel to develop membership experience and know what stage to
deliver suitable standards
 Talent What are the problems related to LC Performance & Potential for both Team leaders and Team members in 21.22?
Development What are your plans to enhance Performance & Engagement of each profile?

Team leaders Team members

- Not sure how to set goals
- TLs ‘ capacity is strong though some are cross-OC
Performance and 1st time leader.
(GvA + TF) - TLs are overwhelmed with tasks and other scopes
- TLs are not carefully trained based on MEC
- Members are not involved planning so they do not
understand why there are the strategies
- There are some cases who have low performance
because of losing motivation and AIESEC alignment
- Members need to understand why they need to do
the tasks
- Members do not understand the importance of each
other when synergize with other teams

- Most members feel not connected with their

- Some TLs have not yet implemented needed team functions and they work mostly in this virtual
Potential standards for performing stage because of operation working context
(Engagement + TS) peak - Some members feel bored with the repeated JD
- Not sure how to bond members - Members hope their JD could be applied to career

Performance & Potential Enhancement Plan

 What are the good points, improving points of the current synergy situation between TM and other functions?
Synergy
What are your solutions to make the synergy better in term 22.23?
TM members with
VP TM with other VPs
other functions
- Have synergy process: MEC, succession planning, talent - Have LnD meeting with TLs to present current situation
onboarding of each team
Good points - Have monthly LnD meeting to present current situation - Have monthly report and suggestions for TLs
of each function and suggest way forward - Have interviews with members to get their insight
- Have monthly and quarterly reports for EB to have an - TE involves in learning partner with ER
overall understanding of LC - TL CMS Call to enhance TL Leading capacity
- VP engages in synergy meeting with ER related for
learning partner

- TM does not strictly keep track TS and MEC
implementation (as VPs already have capacity) and not
sure whether the Team standards are implemented as
Improving MES sometime does not provide insight
points - Sometimes VPs miss deadlines from TM
- Synergy process with ER has not had routine
- Cannot measure report’s effectiveness
- Learning hub is delayed
- MES is long and members fill it carelessly
- PDP is not fully implemented as TM expects

Solutions Objectives Deliverables

-Ensure the implementation of 16 MX -Monthly LnD meeting and report
16 MX Standards Implementation Standards

-Fasten the process -Build synergy map to synergize with CD, ER

Education + Engagement -Deliver qualified content for LC Education
-Increase engagement of LC members -Have clear scopes and process for each side
-Tracking process of MEC
SOME MOMENTS

AIESEC leads me to where I am today

 Contact Information

Nguyen Ly Kim Ngan

Learning and Development Manager
Gmail: ngan.nguyen4@aiesec.net | Facebook: Ngan Nguyen