VN Newsletter 27

7/30/2019 VN Newsletter 27

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27th year, no. 2

The 27th Dutch VietnamManagement Supporter

Behavior is the mirror in which everyoneshows their image.

Johann Wolfgang von Goethe

April 8, 2013

Sometimes I forget how recent Vietnamese his-

tory is. Born 6 years after the end of World War

II, I grew up surrounded by people who had fresh

memories of those awful war times. I belong to

the western Baby Boom Generation. In Vietnam

the majority of the population was born after the

end of the wars with the USA, Cambodia &

China. Those born before 1990 belong to the

Vietnamese Baby Boom Generation.

Although most wounds have healed, some of the

hard times remain. But not with all Vietnamese.

To paraphrase a famous song, very popular in

Vietnam: some live to remember, some live to for-

get. Those who chose to remember, have built areplica of a French, and later American prison

camp on Phu Quoc island. To me, seeing Amster-

dams Anne Frank House as a kid made me aware

of the fact that you cannot deny history. Its part

of who you are. I have seen Vietnamese who visit

this newly erected memorial of colonial and war

times. Without doubt part of Vietnamese soul is

determined by its past. It tells the Vietnamese:

war, poverty, foreign domination: never ever

again. Perhaps thats why young Vietnamese

seem to be obsessed with finding their Vietna-

mese identity. In the 21st century, not the 20th.

Activities in April & May:

Ongoing: executive coaching

MBA Class: Strategic Human Re-

source Management (see p. 5)

Development of a tailor made Job

Evaluation (job ranking) System

In-company Workshop Salary

Structure Adjustment

In-company WorkshopPerformance

Appraisal Implementation

Visit to The Netherlands (May)

Corporate HR MeetingDe Heus

Group (in The Netherlands)

For a comprehensive overview of

Prof. Loek Hopstakens services, see pages 7 11

Living has yet to be recognized asone of the arts.E.E. Cummings

Reconstructed French / American prison

camp on Phu Quoc


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7th year, no. 2 3

The BROAD field of Human ResourcesSince Tet most of my work concerned HR. When I say HR, many Vietnamese automatical-

ly think of recruitment & selection, and legal matters. Some will add performance manage-

ment, but rarely in the sense of a fully functional system. Others will add: training advise.

There is more. Just look at the broadness of HR issues I have been involved with:

1. Recruitment & selection: advise on selection, and how to monitor the new recruits

start in his/her new job. (private Vietnamese company)

2. Performance Management: coaching managers to define the KPIs of their own

departments, as part of a full job description for their own jobs. (state-owned company)

3. Organizational Culture: presenting a Code of Ethics & a Code of Conduct, tailor

made for my client, to be implemented as an element of (fact-based) performance ap-praisal. (state-owned company)

4. Integrating HR functions in leadership, using Prof. Dave Ulrichs Leadership Code

and linking its 5 Rules with key competencies needed to successfully function as a 21st

Century Leader. (multinationals Vietnam branch; see page 4)

5. Exploring the full scope ofStrategic HRM, with strategy the integral part of all that is

done regarding staff & management. Strategy implies: proactive HR Planning, re-

cruitment with an eye on what the company needs in 35 years, etc. (MBA; see page 5)

6. Career Planning & Training as part of a series of public courses that all address

specific HR issues. (Royal Business School; see page 6)

7. Conflict Management: a request fromone of my MBA students.

As HR Manager she is expected to inter-

vene, but didnt know how.

Clearly, HR Management isBROAD !

One company has a clever strategy. They call it

two in a box, they take their western leader,

who has kind of career plateaud, and they put

him or her two in a box with a local leader and

in the two years or three years they are therethey have to transfer their knowledge to local

leaders.

Dave Ulrich (interview, 2011)

(HR) is a key strategic function as important as

finance and legal. In my role I spend at least 20

to 25% of my time with my HR leader.

Succession planning, recruiting, meeting

employees, talent retention, emerging

market strategy, organizational challenges

... There is so much that a good HR team can do

for you.

Alain Bellemare (CEO Hamilton Sundstrand)

Dr. Dave Ulrich


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7th year, no. 2 5

Strategic Human Resource Management

April 6 the Academy of Finances MBA-5 group completed their Strategic Human Resource

Management class. On the picture you can see they are all very happy its over ;-). Human

Resource Management in Vietnam is still in its infancy. There is no HRM school or college.

You can only get fragmented HRM know-how as part of an MBA program or as a public

course. For example, at Royal Business School. Strategic Human Resource Management(SHRM) covers the latest developments in the ever-changing world of HR. However, the book

we used is too theoretical. Its mainly European and US-based cases are often hard to recog-

nize, let alone appreciate by Vietnamese. On top of that it dates from 2007before the finan-

cial crisis. Since then changed viewpoints on HRM. So what to do as an MBA lecturer?

1. You pick what you consider to be the highlights from each chapter, using the slides that

come with the book.

2. You update. For example: fact-based performance evaluation (KPIs).

3. You add topics that are not in the book (HR is a b-r-o-a-d field!) but you consider to be

relevant for Vietnamese organizations. Example: conflict management.

4. You Vietnamizewhere you can: as HRM and SHRM in particular are relatively new inVietnam, you localize different topics. For example, when talking about diversity man-

agement, you add your views on The Four Vietnamese Generations.

5. You stimulate Q&A and interaction.

6. You stress critical thinking: Do not believe everything the experts or your professors

say. They may be completely wrong.

All in all, it was an interesting learning experience for both sides: the students telling about

their own business cases enriched their classmates knowledge, but also my insights in Viet-

namese organizationsin 2013.

Im curious to see my students assignments, arriving for grading mid May.

All the forces in the world are not so powerful as an idea whose time has

come. Victor Hugo


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7th year, no. 2 6

During a recentcourse at Royal

Business School we

discussed many

actualities brought

up by participants.

As usual, an HRM

topic leads to

sharing experiences,

both successes and frustrations. HRM is not so much about procedures and models and

techniquesit is mostly about people and their behavior, and how to mobilize their talentsto the benefit of the organization. While the wish to develop their organizations is genuine,

the impatience of HR managersand more in particular, their CEO!often leads to a blind

copy & paste of HR-tools that havent been properly checked for workability, and possible

cultural issues.

My courses at Royal Business School often feature spontaneous live consultancy

sessions, usually the result of a Q&A session: the participants come up with urgent problems

that demand their attentionand hope for practical solutions.

One of the returning issues is reactive vs. proactive HRM. In Vietnam HRM is primarily

reactive: company has a vacancy, HR organizes the recruitment, plus the admin and legal

stuff that come along with it. HR may be involved in advising and organizing a trainingcourseon (top management) demand. When I ask for the objective, I sometimes get: The

CEO thinks it is time to do a course. It is not always clear if, and if yes, how the course fits

into the overall corporate strategy. However, many modern HR-tools support aproactive

approach: performance appraisal, competency management, career planning, employee

engagement & relations, diversity management, even organizational design and salary

system, compensation & benefits. Yes, HRM is a b-r-o-a-d field! (see page 3)

From June 10-14 I will deliver the next HRM course HR Strategy & Planning. Planning

is proactive. But how do you plan something unpredictable like people? Join our workshop

@ Royal Business School (tel: 08 3930 2861; 186 Nguyen Thi Minh Khai, HCMC).

My Public Courses @ Royal

Never underestimate the power of human stupidity.Robert A. Heinlein


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7th year, no. 2 7

This section provides an overview of the services I regularly deliver in Vietnam

(besides teaching MBA).

Time, Translation & Scheduling

Time: all courses and workshops take 21 hours (3 days or 6 evenings). This includes the

extra time needed for translation by a qualified interpreter. When translation is not needed,

each workshop will take 2 days or 4 evenings (14 hours). When in doubt, get the interpreter.

I have a network of skilled interpreters who know my work, whom I have worked with many

times, and who have excellent reviews from my students, clients & participants: Mr. Phong,

Mr. Hieu, Mr. Tuyen (all HCMC) and Dr. Khoa (Hanoi). As we are all busy people, I recom-

mend to book in timemeor us, in case of an interpreter. To be safe, start scheduling at

least two months in advance.

Consultative Coaching

All courses can be followed by consultative coaching of the participants to support implemen-

tation. Coaching is delivered on an hourly basis. See also page 8.

Red invoice

Since several years I cooperate with a Vietnamese company that competently takes care of

the contracts, issues the red invoices, handles the fees, and pays the applicable taxes.

I Interpersonal Communication Skills

Objective: to improve two-way communication skills.

Elements:

8 practical exercises covering all parts of communication

Empathy, or the role of emotions in relationships

Body Language

Intercultural Communication

Building & Maintaining Trust

Dealing with Difficult Peoplefrom openly to masked misbehaviors

Leverage & Persuasion in Personal CommunicationPersonal Branding

II Presentation & Persuasion Skills

Objective: to develop persuasive presentation skills.

Elements:

The 3 keys to effective, personal presentations

Your Audiences: reaching out to their hearts & minds

Presentation Design: from message to delivery

Stage Manners & Body Language

Persuasion Techniques

Interactive Presentations: involving & activating your audience

Use of Presentation Media (PowerPoint; video)

Leaving a Lasting Impression through presenting & networking

An overview of Hopstakens Services

InterpersonalCommunications

Presentation &Persuasion Skills


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7th year, no. 2 8

III Cross-cultural Cooperation & Communication

Objective:

To train Vietnamese to effectively cooperate with Foreigners, OR

To train Foreigners to effectively cooperate with Vietnamese.

Note: this workshop is usually delivered to all-Vietnamese teams, or to all-Foreigner teams.

However, it can also be delivered to mixed teams of Vietnamese and Foreigners.

Elements:

The Global Village has arrived with a virtual twist

The key to effortless & effective cross-cultural cooperation

Norms & Beliefs: dealing with differences & similaritiesDiversity Management

Cross-cultural Attitudes, Behaviors & Competencies

International Body Language

Manners, Protocol & Sense of History

What to do when politics or religion dominate the scene

Cross-cultural Meetings & Negotiations

IV Public Relations: theReal PR

Objectives: to know how to

build and maintain mutual understanding between the organization and its publics apply PR techniques to boost marketing efforts

make corporate branding a success.

Elements:

Marketing & Corporate Communications

Corporate Branding: from identity to image

Identifying your organizations publics

Events, (social) media, and personal TV appearances

Dealing with media representatives

PR duties & responsibilities of the PR department

The PR duty of every Staff Member

V Consultative Coaching

Objectives: to

assist the clients decision making processes, by adding new viewpoints

discuss business matters with a neutral yet knowledgeable sparring partner

function as a mirror where effects of behavior on the environment are concerned.

Note: in Consultative Coaching (also called: Personal Coaching, Executive Coaching, Consul-

tancy) the Coach uses different communication techniques to help the client. In some cases

he will come up with suggestions to solve imminent problems, in other situations he will

challenge his client to do this. The topics of the coaching sessions may vary from dealingwith staff or organizational matters to PR-issues and strategy development. Coaching is also

used to support implementation of new HR systems.


Cross-culturalCommunication

The Real PR


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7th year, no. 2 10

3. Career Planning & Training

Objective: to have the necessary know-how & skills to

introduce & implement strategic HRM

talent & career management

staff training programs.

Elements:

Strategic Human Resources Leadership

Six Learning Levels (Blooms Taxonomy)

Talent Scouting & Mapping

Human Capital DevelopmentSetting up a Company Academy

Staff & Management Training & Development

4. Result- & fact-based Performance Evaluation

Objective: to develop a tailor made Performance Evaluation Program, based on facts.

Note: some Performance Evaluation (appraisal) programs use skills, behaviors & attitudes

as the main fields to take into account when evaluating performance. This approach how-

ever invites managers to come up with subjective and therefore often biased opinions.

It ignores why staff is hired in the first place: to produce results and to contribute to the

success of the organization. Hence, result and fact-based performance evaluation.Only result- and fact-based performance evaluation systems lead to real improvement of staff

& organizations.

Elements:

Result-driven organizations: successful organizations

SMARTER Key Performance Indicators (KPIs)

Performance Evaluation: preparation & execution

Performance Evaluation meetings

Follow-up competency & skills improvement

Strategic Performance Management

Talent Management & Human Capital Development

5. Organizational Culture, Design & Development

Objective: to

develop & maintain a productive corporate culture

design a lean and smooth organizational structure.

Elements:

The characteristics of corporate culture

The 7 cornerstones of modern organizations

How to create a result-focused corporate culture

Motivation & EmpowermentBasics of Change Management

Internal Marketing & Public Relations


OrganizationalCulture, Design &

Development

Career Planning& Training

Result- & fact-basedPerformanceEvaluation


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7th year, no. 2 11

VIII The Allround Manager program

Objective: to train managers to wear the many hats they need to wear when managing.

Note: leaders who want their organization to grow need to delegate many of their duties to

their managers. Failing to do this will keep their organization small. Clever leaders

delegate duties they dont excel at to their managers. These duties are sometimes called

hats. When a company grows and its CEOs finds it hard to keep on wearing all those

hats, modern managers are expected to take over more and more hats. It has been

estimated that modern managers have to be able to wear up to 30 hatssee below.

MBA programs often fail in showing the students how to translate theory into effectiveaction. The business cases often dont appeal, as they are mostly overseas-based.

The in-company Allround Manager Program turns this disadvantage into an advantage

by using your own company as the primary business case. This program has been

delivered in-company since 2001, is always tailor made and constantly being updated.

Elements:

In a series of sessions the participants learn the purpose and duties of one or two hats.

The choice of hats and their sequence is

determined after a meeting with the CEO

and the managers- participants.

After a session the participants make

tailor made assignments to practice the

hat(s) on-the-job. The Trainer is

available online to coach them.

Best practice: one 2- or 3-day session*) per

2 months, to give the participants ample

time to complete their assignment.

*) 3 days: including an interpreter.


Talent Manager

Human Capital Developer

Coach / Mentor

Researcher

Performance Evaluator

Governor / Steward

Promoter / Motivator

Presenter / Spokesperson

Trouble Shooter

Managem. Team Member

Board Consultant / Advisor

Deputy Leader Information Manager

Coordinator

Conflict Manager

People Manager

Change Manager

Commercial Advisor

Strategist

PR Manager

Quality Manager

HR Manager

Budget Manager

Capacity Planner

Organizer

Team/Project Manager

Efficiency Guard Communicator

Situational Manager

Executor

Talent Manager

Human Capital Developer

Coach / Mentor

Researcher

Performance Evaluator

Governor / Steward

Promoter / Motivator

Presenter / Spokesperson

Trouble Shooter

Managem. Team Member

Board Consultant / Advisor

Deputy Leader Information Manager

Coordinator

Conflict Manager

People Manager

Change Manager

Commercial Advisor

Strategist

PR Manager

Quality Manager

HR Manager

Budget Manager

Capacity Planner

Organizer

Team/Project Manager

Efficiency Guard Communicator

Situational Manager

Executor


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127th year, no. 2

In Vietnam: a.o. business field

Tan Thuan IPC (HCMC) Industrial development

HCMC University of Technology Master of BA program RMIT (HCMC campus) Communication progr.

Royal Business School (public courses) Courses & seminars

Vietnam Airlines (RBS; ISM) International airline

Vietnam Singapore I.P. (SPECTRA) Industrial park

Petronas Vung Tau (SPECTRA) Chemical factory

Nike (Tae Kwang Vina) (SPECTRA) Shoe factory

Le & Associates Training & consultancy

Training House Vietnam (Sacombank) Training & consultancy

Ministry of L.I.S.A. (RBS) Civil Servants

SONY Vietnam (RBS) Consumer electronics

CapitaLand Vietnam (SPECTRA) Real estate

Institute for Potential Leaders / PACE Courses & seminars

Dalat Hasfarm (Agrivina) Pot plants, cut flowers

Hoanggia Media Group Key to Success TV Show

Fresh Green Earth Hi-tech agriculture

Unique Design Interior Design

ERC Institute Vietnam Vocational training

Schoeller Bleckmann Vietnam Oilfield Equipment

De Heus Vietnam Animal food

Centre for Tropical MedicineOxford Uni. Clinical research

Khue Van Academy Courses & seminars

Training House Vietnam Courses & seminars

Asian Institute of Technology (AIT) Business consultancy Academy of Finance MBA (Un. of Gloucester)

In The Netherlands, a.o.

ING Bank Financial services

Philips Electronics

Heineken Brewery

Yamaha Musical instruments

Voerman International Intern. relocations

Damen Shipyards Ship repair wharfs

Wittenborg University of Applied Sc. IBABBA, MBA

Voortman Machinery CNC-contr. machinery

Royal Van Zanten Pot plants, cut flowers

The 27th DutchVietnamManagement Supporter

Loek Hopstakens Clients

At Microsoft there

are lots of brilliantideas but the

image is that theyall come from the

top - Im afraidthats not quite

right.

Bill Gates

Integrity is not a

conditional word.It doesnt blow in

the wind orchange with the

weather. It is yourinner image of

yourself, and if you

look in there andsee a man who

wont cheat, thenyou know he

never will.

John D.

MacDonald

I will never be anold man. To me,

old age is always15 years older

than I am.Francis Bacon

The DVM Supporter is published by Prof. Loek Hopstaken.

Email: [email protected] [email protected]

Mobile: 090 888 9450

Assistant: Ms. Vo Ngoc Lien Huong

Email: [email protected]: 090 888 9451Profile: http://www.linkedin.com/in/loekhopstaken

quotes

Documents

VN Newsletter 27