1. Day 2 - Keyword research
1.1. Business acumen
1.1.1. **Management levels**
1.1.1.1. **Strategic**
1.1.1.1.1. Long-term
1.1.1.1.2. Do the right things
1.1.1.1.3. Responsibilities and objectives
1.1.1.2. **Tactical**
1.1.1.2.1. Medium-term
1.1.1.2.2. Do things right
1.1.1.2.3. Responsibilities and objectives
1.1.1.3. **Operational**
1.1.1.3.1. Short-term
1.1.1.3.2. Do things
1.1.1.3.3. Responsibilities and objectives
1.1.1.4. Key learning: we can apply three levels into daily activities
1.1.2. **Change management**
1.1.2.1. Definition
1.1.2.1.1. **Change management** is the process of guiding organizational change to fruition, from the earliest stages of conception and preparation, through implementation and, finally, to resolution
1.1.2.1.2. **Organizational change** refers broadly to the actions a business takes to change or adjust a significant component of its organization
1.1.2.2. **People**
1.1.2.2.1. CARA PEOPLE framework
1.1.2.3. **Skillset**
1.1.2.3.1. Communication
1.1.2.3.2. Active listening
1.1.2.3.3. Research
1.1.2.3.4. Strategic thinking
1.1.2.3.5. Leadership
1.1.2.3.6. Measurement and analysis
1.1.3. **Company tech**
1.1.3.1. **Business model**
1.1.3.1.1. Online game
1.1.3.1.2. Digital business
1.1.3.1.3. Entertainment
1.1.3.1.4. Financial platform
1.1.3.2. **Talent development & promotion**
1.1.3.2.1. Talent development
1.1.3.3. **Culture**
1.1.3.3.1. Core values
1.1.3.3.2. Mission
2. Day 4 - Keyword research
2.1. Mindset vs Skillset
2.1.1. Mindset
2.1.1.1. **attitudes, beliefs, and perspectives individuals hold,** which shape their approach to learning and their ability to adapt and grow
2.1.1.1.1. fixed mindset
2.1.1.1.2. growth mindset
2.1.2. Skillset
2.1.2.1. individuals’ specific **abilities, competencies, and expertise** in a particular area
2.1.2.1.1. technical skills
2.1.2.1.2. soft skills
2.1.3. Toolset
2.1.3.1. **tools, technologies, methodologies, and resources** that individuals can leverage to accomplish tasks, solve problems, and achieve goals
2.2. KPI
2.2.1. Company (VNG)
2.2.1.1. Annual Report 2023
2.2.1.1.1. Business growth
2.2.1.1.2. Socio-economic contribution
2.2.1.1.3. Human development
2.2.1.2. Annual Report 2022
2.2.2. Employer Branding Team
2.2.2.1. No. of followers / reach / video views
2.2.2.2. IC contents / open rate Monday Buzz / HR Com Articles
2.2.2.3. No. of projects / talents / partners / avg satisfaction score
2.2.2.4. No. of projects | followers / avg satisfaction score from stakeholders
2.3. Business
2.3.1. Value stream
2.3.1.1. the series of activities (the how) creating a flow of value (realizing the value [product/service] that the customer gets).
2.3.1.1.1. components
2.3.1.1.2. example: A value stream map for the same order fulfillment process might show the steps involved, such as order processing time, packing time, and shipping time, along with delays or inefficiencies.
2.3.1.1.3. value stream mapping
2.3.1.1.4. lean manufacturing
2.3.2. Business process
2.3.2.1. a series of structured activities or tasks that produce a specific service or product for a customer
2.3.2.1.1. components
2.3.2.1.2. example: The order fulfillment process in an e-commerce company, which includes receiving an order, processing payment, picking the product, packaging, and shipping.
2.3.3. Streamline
2.3.3.1. the process of simplifying and improving the efficiency of a workflow by eliminating unnecessary steps or redundancies
2.3.3.1.1. components
2.3.3.1.2. example: In the order fulfillment process, streamlining could involve automating the inventory management system to reduce the time taken to find and pack products.
2.3.3.1.3. lean principle
2.3.3.1.4. automation
2.3.4. Relationship
2.4. PESTEL Analysis
2.4.1. a strategic framework commonly used to evaluate the business environment in which a firm operates
2.4.1.1. Political
2.4.1.1.1. government policies, leadership, change
2.4.1.1.2. foreign trade policies
2.4.1.1.3. internal political issues and trends
2.4.1.1.4. tax policy
2.4.1.1.5. regulation and de-regulation trends
2.4.1.2. Economic
2.4.1.2.1. current and projected economic growth
2.4.1.2.2. inflation and interest rates
2.4.1.2.3. job growth and unemployment labor costs
2.4.1.2.4. impact of globalization
2.4.1.2.5. disposable income of consumers and businesses
2.4.1.2.6. likely changes in the economic environment
2.4.1.3. Social
2.4.1.3.1. demographics (age, gender, race, family size)
2.4.1.3.2. consumer attitudes, opinions, and buying patterns
2.4.1.3.3. population growth rate and employment patterns
2.4.1.3.4. socio-cultural changes
2.4.1.3.5. ethnic and religious trends
2.4.1.3.6. living standards
2.4.1.4. Technological
2.4.1.4.1. automation
2.4.1.4.2. how research and development (R&D) may impact both costs and competitive advantage
2.4.1.4.3. technology infrastructure (like 5G, IoT, etc.)
2.4.1.4.4. cyber security
2.4.1.5. Environmental
2.4.1.5.1. carbon footprint
2.4.1.5.2. climate change impacts, including physical and transition risks
2.4.1.5.3. increased incidences of extreme weather events
2.4.1.5.4. stewardship of natural resources (like fresh water)
2.4.1.6. Legal
2.4.1.6.1. industry regulation
2.4.1.6.2. licenses and permits required to operate
2.4.1.6.3. protection of IP (intellectual property)
2.4.1.6.4. employment and consumer protection laws
3. Day 5 - Research Keyword
3.1. Factor Insight
3.1.1. Explanation
3.1.1.1. gaining a deeper understanding of the individual components or causes (factors) that influence an outcome or a situation
3.1.1.2. can be applied in various contexts, such as business, psychology, data analysis, or problem-solving
3.1.2. Factor
3.1.2.1. a variable or component that contributes to an outcome
3.1.2.2. It can be anything that influences a result, such as market conditions, customer preferences, or psychological traits
3.1.3. Insight
3.1.3.1. the ability to gain a deep understanding or realization about something
3.1.3.2. In this context, it refers to discovering how and why certain factors influence a situation or a problem
3.2. Factors in the industry
3.2.1. Information Technology
3.2.1.1. Global
3.2.1.1.1. (Technology & Economics) **Technological innovation:** Quantum computing, Semiconductor, AI, Cloud, Blockchain...
3.2.1.1.2. (Political & Legal) **Cybersecurity and regulation** (GDPR, CCPA)
3.2.1.1.3. (Social) **Human resources**
3.2.1.1.4. (Environment) **Sustainability**
3.2.1.2. Vietnam
3.2.1.2.1. **Technological innovation:** Semiconductor, Data, AI, Cloud, Digital Transformation, Blockchain...
3.2.1.2.2. **Cybersecurity and government regulations**
3.2.1.2.3. **Human resources**
3.2.1.2.4. **Sustainability**
3.2.1.3. VNG Corporation
3.2.1.3.1. **Technological innovation:** AI, Blockchain, Cloud, Mobile Internet, PC Internet
3.2.1.3.2. **Cybersecurity and government regulations**
3.2.1.3.3. **Human resources**
3.2.1.3.4. **Sustainability**
3.2.2. Human Resource in the IT industry
3.2.2.1. Talent acquisition
3.2.2.1.1. Global: Increased focus on hiring diverse and skilled tech talent, particularly in areas like AI and cybersecurity.
3.2.2.1.2. Vietnam: Growing demand for high-skilled talent due to rapid digital transformation and foreign investment.
3.2.2.1.3. VNG: Prioritizes hiring local talent for specialized roles and invests in attracting Vietnamese tech professionals abroad.
3.2.2.1.4. Indicators
3.2.2.2. Employee retention
3.2.2.2.1. Global: Emphasis on work-life balance, flexibility, and DEI to lower turnover rates and improve employee engagement.
3.2.2.2.2. Vietnam: Retention challenged by rising competition; local companies compete with multinationals on benefits.
3.2.2.2.3. VNG: Focuses on career growth and a supportive work culture to retain talent amidst growing market competition.
3.2.2.2.4. Indicators
3.2.2.3. Training and development
3.2.2.3.1. Global: Tech firms prioritize upskilling in AI, data science, and leadership to stay competitive.
3.2.2.3.2. Vietnam: Government and firms push for digital skills training to bridge talent gaps in emerging technologies.
3.2.2.3.3. VNG offers extensive technical and leadership training to ensure sustainable growth and internal mobility.
3.2.2.3.4. Indicators
3.2.2.4. Diversity and inclusion (DEI)
3.2.2.4.1. Global: Focus on diversity in leadership; many global tech firms aim for 30-40% women in leadership roles.
3.2.2.4.2. Vietnam: DEI initiatives are emerging but lag behind global standards; women represent a smaller portion of the tech workforce.
3.2.2.4.3. VNG actively increases DEI by providing leadership opportunities for women, with 35% of leadership roles held by women.
3.2.2.4.4. Indicators
3.2.2.5. Work culture
3.2.2.5.1. Global: Flexibility is standard; 74% of companies globally offer hybrid or fully remote models
3.2.2.5.2. Vietnam: Hybrid work adoption is increasing, but challenges include infrastructure and collaboration effectiveness.
3.2.2.5.3. VNG: Emphasizes a dynamic, flexible culture with hybrid work options, aiming to enhance work-life balance and innovation.
3.2.2.5.4. Indicators
3.2.3. Employer Branding
3.2.3.1. Company Culture and Work Environment
3.2.3.1.1. Global: Emphasis on inclusivity, transparency, and work-life balance. Companies like Google promote creative, flexible workplaces.
3.2.3.1.2. Vietnam: Culture is typically hierarchical but shifting towards collaboration and balance as younger generations enter the workforce.
3.2.3.1.3. VNG Corporation: Known for its innovative, tech-oriented culture that encourages creativity and collaboration, offering a modern workplace.
3.2.3.2. Employee Value Proposition (EVP)
3.2.3.2.1. Global: Strong EVPs include competitive pay, benefits, and development opportunities. Companies like Microsoft offer unique perks.
3.2.3.2.2. Vietnam: Competitive salaries and job stability are priorities. Benefits like flexibility are emerging, especially in tech.
3.2.3.2.3. VNG Corporation: Offers competitive salaries, tech-centric perks, and strong career development programs, making it attractive for talent.
3.2.3.3. Employee Engagement and Satisfaction
3.2.3.3.1. Global: Investment in engagement programs and regular feedback is common. Companies like Adobe prioritize employee well-being.
3.2.3.3.2. Vietnam: Engagement is growing with more focus on feedback and recognition, particularly among younger employees.
3.2.3.3.3. VNG Corporation: Actively engages employees through feedback sessions and team-building activities, enhancing satisfaction and retention.
3.2.3.4. Reputation and Social Responsibility
3.2.3.4.1. Global: CSR and sustainability are crucial for employer branding, with companies like Patagonia recognized for ethical practices.
3.2.3.4.2. Vietnam: CSR importance is rising, with a focus on local community support and sustainability, especially in multinationals.
3.2.3.4.3. VNG Corporation: Engages in meaningful CSR initiatives and promotes inclusivity, enhancing its reputation as a socially responsible employer.
3.2.3.5. Recruitment and Onboarding Experience
3.2.3.5.1. Global: Efficient, tech-driven recruitment and onboarding processes are essential for positive experiences. Companies like Amazon excel in this.
3.2.3.5.2. Vietnam: Emphasis on streamlined hiring and structured onboarding is increasing, particularly among top employers.
3.2.3.5.3. VNG Corporation: Known for a well-organized recruitment process and digital onboarding, ensuring new hires feel valued and integrated quickly.
3.2.3.6. Indicators
3.2.3.6.1. Employee referrals
3.2.3.6.2. Engagement rate
3.2.3.6.3. Number of applicants
3.2.3.6.4. Cost per hire
3.2.3.6.5. Number of followers
3.2.3.6.6. Retention rate
3.3. Design thinking
3.3.1. What is Design thinking
3.3.1.1. Design thinking is a non-linear, iterative process that teams use to understand users, challenge assumptions, redefine problems and create innovative solutions to prototype and test
3.3.2. Why is Design thinking so important?
3.3.2.1. foster innovation
3.3.2.2. tackle ill-defined/unknown problems (wicked problems)
3.3.2.2.1. wicked problems
3.3.3. The end goal of Design thinking
3.3.3.1. Desirability: Meet People’s Needs
3.3.3.2. Feasibility: Be Technologically Possible
3.3.3.3. Viability: Generate Profits
3.3.4. Five stages of Design thinking
3.3.4.1. Empathize
3.3.4.2. Define
3.3.4.3. Ideate
3.3.4.4. Prototype
3.3.4.5. Test