(Luận văn) millennials turnover retention of commercial function in nielsen vietnam

1 UNIVERSITY OF ECONOMICS HO CHI MINH CITY t to International School of Business ng hi - ep w n lo ad ju y th Tran Ngoc Quynh Anh yi pl n ua al n va MILLENNIALS TURNOVER & RETENTION OF COMMERCIAL FUNCTION ll fu oi m at nh IN NIELSEN VIETNAM z z vb ht MASTER OF BUSINESS (Honours) k jm om l.c gm n a Lu n va y te re Ho Chi Minh City – 2016 UNIVERSITY OF ECONOMICS HO CHI MINH CITY t to International School of Business ng hi - ep w n lo ad ju y th Tran Ngoc Quynh Anh yi pl n ua al n va MILLENNIALS TURNOVER & RETENTION OF COMMERCIAL FUNCTION ll fu oi m at nh IN NIELSEN VIETNAM z z ht vb ID: 22140002 k jm om n a Lu SUPERVISOR: Nguyen Thi Mai Trang l.c gm MASTER OF BUSINESS ADMINISTRATION n va y te re Ho Chi Minh City – 2016 Executive Summary t to ng Employee’s turnover & retention has been a big concern for employer, which may impact very hi ep much on the business performance time by time While employer continues their search for good talents in Generation X to fill the job openings that Baby Boomers leave vacant when w n retiring from the workforce, it is the time for Millennials to enter the workforce, which value lo ad different things from other generations Therefore, this is the required action for employers to y th understand and appreciate the qualities and values of this cohort in order to for them to be ju loyalty with the company and for employee to retain them yi pl This is also the biggest concern of Nielsen Vietnam in general and Human Resources ua al department of Nielsen Vietnam in specific, when the Young Millennials is the big focus, the n big investment in Nielsen – the leading market research company in Vietnam va n This research will identify and outline the reasons why Millennials in Commercial Function of fu ll Nielsen Vietnam decided to leave the company and what are the considerable reasons that they m oi decided to stay Also, some of the proposed solutions and strategies have been build and at nh developed in order to retain Generation Y The methodology used in the thesis is the qualitative research design, which we use in depth interview with respondents from main z z groups Moreover, The secondary data of leavers, Millennials turnover analysis and insights vb ht about the reasons of Millennials leaving, which were implemented by Human Resources in jm Nielsen Vietnam will help to provide the overall picture of Millennials turnover commercial k om l.c gm function in Nielsen Vietnam and the solutions to solve the issue n a Lu n va y te re Acknowledgments t to ng Without the encouragement, guidance and support of Professor Nguyen Thi Mai Trang and hi ep Professor Nguyen Dinh Tho, the entire master-level project would not be possible I would like to send my appreciation to my advisors It has been a pleasure working with you on this w n project lo ad I would like to thank my friends and family for greatly supporting me while I was working on ju y th my research Your patience, understanding and respect were greatly appreciated yi pl n ua al n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re TABLE OF CONTENTS t to Executive Summary Error! Bookmark not defined ng Acknowledgments hi ep LIST OF TABLES INTRODUCTION 1.1 The Nielsen Company and Nielsen Vietnam w n 1.2 Nielsen Vietnam structure .2 lo PROBLEM CONTEXT ad y th 2.1 The Millennials status in the workforce ju 2.2 The Millennials turnover status in the market research service industry yi 2.3 The Millennials status of the Commercial function in Nielsen Vietnam pl PROBLEM IDENTIFICATION 19 ua al Factor of Work-life balance: 23 n va Factor of Compensation & Benefits: 26 n Factor of Engagement: 27 fu ll Factor of Reaching career goal quickly: .29 m oi Factor of Leadership style: .29 nh Cause-and-effect tree 31 CAUSES OF THE PROBLEM 35 ALTERNATIVE SOLUTIONS .36 at z z vb 5.1 The first alternative solution: Human Resources team to speed up the current recruitment process .37 ht k jm 5.2 The second alternative solution: The line managers assign or allocate the appropriate workload to members in the team 40 gm 5.3 The third alternative solution: Improve the Onboarding Program 42 ORGANIZATION OF ACTIONS AND SUCCESS MEASUREMENT 50 om l.c 5.4 The fourth alternative solution: Reorganize the time & task management training sessions 46 6.1 Actions from the organization: 50 a Lu 6.2 Success measurement after taking actions: 54 n SUPPORTING INFORMATION 56 y te re REFERENCE 86 n CONCLUSION 55 va LIST OF TABLES t to Table Talent Acquisition Report updated in June 2016 10 ng Table Recruitment - Referral from Existing employees & universities 11 hi Table Analytics of Commercial function’s turnover rate 15 ep Table Analytics of tenure of existing millennials 16 Table Analytics of tenure of Millennials leavers 17 w n Table Exit Survey Report in 2015 – Commercial team 22 lo ad Table Exit Survey Report in 2015 – Commercial team 22 y th Table Recruitment Tracking Report 38 ju Table Recruitment cost per new hire 40 yi Table 10 Training cost for line manager on obtaining the negotiation & allocation skills 42 pl Table 11 Tenure of existing millennials 43 al ua Table 12 Tenure of Millennials leavers 44 n Table 13 Training cost per new hire 45 va n Table 14 Training Participation rate report 46 ll fu Table 15 Training cost for time & task management per Commercial associate 48 oi m Table 16 Action Plan 52 Table 17 Recruitment Expectation and Operation in Nielsen Vietnam 54 at nh z LIST OF FIRGURES z ht vb Figure Nielsen Vietnam structure Figure The U.S Labor Force by generation from 1995 to 2015 jm Figure Millennials Believe in life at work k gm Figure What Work-Life Balance means to Millennials l.c Figure Nielsen Vietnam workforce by age & generation 13 Figure Nielsen Vietnam workforce by age & generation – Commercial Function 14 om Figure Exit Interview Report in 2015 – Commercial Function 20 a Lu Figure Exit Interview Report in Q1&Q2, 2016 – Commercial Function 21 n Figure 9: Cause and effect Tree 31 n va y te re 1 INTRODUCTION t to 1.1 The Nielsen Company and Nielsen Vietnam ng hi The Nielsen Company, operates as a market research agency, has more than 41,000 associates ep and operates in more than 100 countries spread across Africa, Asia, Australia, Europe, Middle w East, North America, South America and Russia It is known as 93 years of non-stop n lo innovation company, with the first marketing research and performance survey was produced ad in 1923 to the leading market research company in the world was announced nowadays In y th ju particular, Nielsen is the world’s leading provider of marketing information, audience yi measurement and business media products and services, named number of top 50 largest pl ua al market research films in the world.1 Nielsen’s passion and the very heart of the business are once clients are eyeing in the next town or across countries; they understands the importance n n va of knowing what consumer watch and buy, in order to deliver critical media and marketing ll fu information, analytics and industry expertise to clients From that, they help clients maintain oi m and strengthen their market positions and identify opportunities for profitable growth The nh mission of Nielsen are to provide clients with the most complete understanding of consumers at and markets worldwide, never stops developing better solutions to help clients meet the need z of today’s consumers and find out where they are headed next z vb Nielsen people lives for the values of the company, including: Open, Simple and Integrated In ht k jm details, be open, in term of speaking candidly and authentically, sharing information freely, gm being receptive to change and easily adapt, accepting and acting upon feedback without being l.c defensive Be simple, in term of removing obstacles to complex problems, communicating in om plain and simple to understand language, resisting over analyzing information, simplifying and a Lu taking work out of processes Be Integrated, in term of building collaborative relationships n within own team and across businesses or geographies, challenging operating in a “siloed” or and consumer information, offering strong capabilities and local knowledge across qualitative, y Established in 1993, Nielsen Vietnam has become the country’s leading provider of marketing te re parts of Nielsen n va insular manner and willingly developing, promoting, “export and import” talent from other quantitative, media and retail measurement led by teams covering Fast Moving Consumer t to Goods, Consumer Products, Automotive, Finance, Pharmaceuticals, Real Estate and Tourism, ng Telecommunications, Industry and Manufacturing Nielsen Vietnam has over 2,400 employees hi ep and contractors in all 64 provinces; Ho Chi Minh City is the place where headquarter located Moreover, Nielsen Vietnam has other representative offices, such as: Ha Noi, Hai Phong, Da w n Nang, Nha Trang, Can Tho Nielsen Vietnam has the in-house operations with around 1000 lo employees that help to deliver the operation excellence for the company’s business People at ad y th Nielsen Vietnam mentioned a lot about the Nielsen experience, including: “I can be myself”, “I ju can make differences” and “I can grow with Nielsen”, which encourage them to work and yi pl continue contributing to the company n ua al 1.2 Nielsen Vietnam structure n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu (Source: Nielsen Vietnam Human Resources) y te re In Nielsen Vietnam, there are main functions, such as: Commercial, Operations and Core n va Figure Nielsen Vietnam structure Functions In Core Functions, there are some different teams like: Finance, Information technology, Human Resources and Marketing & Communication, which indirectly support for the demand of the business Each department goes with different operation methods, but aligns t to with the main objectives and strategies of the company In Commercial and Operations, the ng structure is divided based on the services that Nielsen is offering, including: Retail hi ep Measurement Service and Consumer Insights And the Operation team (Production) supports for Commercial team (Sales) to bring the valuable contracts to the company w n This thesis focuses on the research of the Commercial function, which has the responsibility to lo ad bring the revenue directly to the company In the Commercial role at Nielsen Vietnam, they y th are the ones who make the selling, marketing, researching and consulting job when working ju with clients Therefore, it is easy to say that they are valuable assets and play key roles in the yi pl company and their contributions are extremely important in Nielsen business’ growth ua al So what is the meaning behind their work to make them so valuable and important to the n company? The consumer’s world today is vast and interconnected Every time consumers va n glance at the TV, computer, mobile phone or tablet, every time they enter stores, they are fu ll generating thousands of data points Over time, these data points tell a story, which is about m oi what influences consumers to make a purchase or consume content, and it is enough to create a at nh market of potentially loyal consumers of the products or content And Nielsen people’s main role is to make something of that data, such as to organize it in a way that is usable, practical z z and meaningful for our clients And information is the number one input to decision making vb ht and it is the fuel for growth, the leading ingredient needed to uncover unmet need and deliver jm against it Therefore, those who are able to pass the recruitment round and join in Commercial k gm team of Nielsen Vietnam need to have some specific skillsets and requirements, which are so l.c rare in the market, in order to deliver the best insightful information to the clients They om influence the marketing and sales decision of the clients, they are involved in planning period, a Lu launching period, and execution period of the clients to make sure that the provided n information or consulting works well and bring the revenue back to the clients Moreover, the understand clearly and get into the business of the clients, they have the unique knowledge y Commercial team in particular Therefore, it is even harder to retain them in Nielsen as they te re Universities Vietnam, so it is very hard to recruit the right people to Nielsen in general, to the n va market research major is not popular in Vietnam and this subject is not well educated in about the Vietnamese market, and they own the awesome skillset that not many people in t to Vietnam workforce luckily have, that’s why Nielsen Vietnam needs to focus on people ng retention strategy in order to keep the talents staying and developing at Nielsen Vietnam They hi ep are such incredible assets of Nielsen in general and Nielsen Vietnam in specific PROBLEM CONTEXT w n 2.1 The Millennials status in the workforce lo ad The Millennials generally refers to the generation of people born during 1980s to arowund y th ju 2000; they are also known as the generation Y, as they come after the Generation X (born from yi the early 1960s to mid 1970).2 Millennials have been entering the employment in vast numbers pl ua al and have become the key group of employee in the workplace The Bureau of Labor Statistics stated that Millennials will be the largest generation in the workforce by the end of 2015.3 In n n va particular, when the clock clicks 2015, three of four workers across the globe will be from the ll fu generation Y.4 Moreover, the Pew Research Center3 showed the U.S Labor Force by oi m generation from 1995 to 2015 in the below chart, which provides the strong evident that nh Millennials have now surpassed Generation X to become the largest generation in the at workforce and really matters to the workforce nowadays z z ht vb k jm om l.c gm n a Lu n va y te re Figure The U.S Labor Force by generation from 1995 to 2015 (Source: Pew Research Data) 74 deeper in the numbers, market share, and market trend However, when they just joined t to the team, they need to learn first to pass the probation before taking the real job At that ng time, the manager cannot assign them big tasks from the big clients Then they felt hi ep Compensation: Their demand for the millennial is diversity and no limitation is clearly - disappointed, compared with their initial expectation w n set For those who get married, they have plan in life and finance, but it is so different lo ad for young generation They have expected to get higher and higher benefit in short term, y th however, the company just reviews their benefits in the specific period and they are not ju patient enough, then they have trend to move to another company One of their thoughts yi pl is that whenever they jump into another job, the benefits will get much higher, but the ua Career development: Young generation thinks that they have an advantage is that they n - al reality is not that high va n can challenge themselves in many fields They thought that If I am not successful in this fu ll job, I will move to another to experience themselves They will focus more on m oi experience, and lack of the career orientation in the long run People Engagement: When they come to the team, each people with different at nh - z characteristics, with different backgrounds, so it is very hard for them to engage From z vb that, they build a wall to other members ht Tran Ngoc Quynh Anh: So, in summary, having factors impact to the turnover rate, jm including: Job Satisfaction, Compensation, Career Development, People Engagement Do we k gm have any action taken to avoid this issue? l.c Nguyen Huu Thi: There are many reasons leading to the issue that people leave the company, om but above reasons are the key reasons from my perspective Moreover, leadership style is one n employee It should be a journey to improve and make a change a Lu the important factor, It may come from lack of recognition, treat unfair or overload specific of the job they are currently taking y that they need to get, in order to ensure the satisfaction about the job, see the meaningfulness te re employee should have a mentor The mentor helps to show the career orientation, the skill set n va Along the way, we have some solutions, but one of the solution that I can propose now is that 75 Tran Ngoc Quynh Anh: Thank you for joining me in the in depth interview with the topic of t to millennial turnover today It means a lot to our research ng hi ep RESPONDENT w n lo ad  Moderator: Tran Ngoc Quynh Anh y th  Respondent: Nguyen Thi Ngoc Lan ju  Title: Commercial function Senior Executive yi pl  Age: 28 ua al  Marriage status: Married n  Working Experience Period: around years va n  Status: Stop working for Nielsen Vietnam ll fu at nh  Timing: 11:00 AM on 23 July 2016 oi m Part 1: z Tran Ngoc Quynh Anh: Good morning Ms Lan Thanks for accepting to join the in-depth ht vb Nguyen Thi Ngoc Lan: Yes, It is my pleasure z interview with me today jm k Tran Ngoc Quynh Anh: Could you please introduce a little bit about yourself? gm Nguyen Thi Ngoc Lan: Yes, sure My name is Nguyen Thi Ngoc Lan, currently working in om l.c Business Development Department at VP Bank in around months Before joining VP bank, I worked for Nielsen Vietnam in around years in the role of Senior Executive in Retail n Tran Ngoc Quynh Anh: Yah, I see So how is your job at VP going? a Lu Measurement Service team, which belong to commercial team y my current role te re can, at the same time, work and arrange time for my family, my friendship I am happy with n va Nguyen Thi Ngoc Lan: Yes, It is running well, Even that the job is quite challenging, but I 76 Tran Ngoc Quynh Anh: It sounds great The target that I would like to invite you to join the t to in depth interview with me today is that I would like to explore more about the reasons why l ng millennial working in the Commercial team leaves the company hi ep Nguyen Thi Ngoc Lan: Yes, I see It should be the big concern for many companies for recent years w n Tran Ngoc Quynh Anh: Could you please share me the reasons why you decided to leave lo ad Nielsen months ago? y th Nguyen Thi Ngoc Lan: Actually, I could not arrange my time for both works and personal ju life I feel so stressful at that time, I need to work until midnight to deliver the requests to the yi pl clients man times per week I could not arrange my time for family and friends Gradually, I ua al cannot maintain my valuable relationships They were not patient enough to wait for me many n times At first, I spent most of my time on working as it is my career orientation, my passion in va n the long run However, Once I spent much time on it, I could not find the relax time for fu ll myself, 16 hours per days for working made me so stress At that time, I needed to look back m oi what is my life target and I realized that I lost so many important relationships as I could not at nh spend my time on time My family and my friend relationships mean a lot to me That’s why I decided to quit the job and move to another company, which made me less stress and enjoy my z z life more vb ht Tran Ngoc Quynh Anh: Oh, I see Everyone has their own target when working And work- k jm life balance should be one of your important target, right? gm Nguyen Thi Ngoc Lan: Yes, That’s right Currently, I am working in the role, nearly the same om balance, most of the time l.c as that in Nielsen Moreover, I can spend my time on my beloved ones I feel my life really n reasons leading to the decision? a Lu Tran Ngoc Quynh Anh: Besides that important reason that you mentioned above, any other Tran Ngoc Quynh Anh: Could you please share me the details? y and the Leadership skill from the managers te re my observation, some of the reasons that people decided to leave Nielsen were: Compensation n va Nguyen Thi Ngoc Lan: Actually, the mentioned reasons is the biggest one However, from 77 Nguyen Thi Ngoc Lan: Yes, they felt like they are not paid fairly They contributed a lot, t to spent much time on working and delivering to clients But the compensation they received was ng not equal, they decided to leave for companies which were willing to pay them higher, with hi ep lower workload Especially, they left for clients as clients pay them double or even triple The reasons why clients pay them like that as they would like to get the professional researchers to w n their company And Nielsen gave the awesome training and coaching to employees, so they lo ad can get the talents in their company Especially, the workload in the corporate or companies y th are not high as that in the agencies ju Tran Ngoc Quynh Anh: Oh, I see Thanks for sharing me the insights Is there anything else? yi pl Nguyen Thi Ngoc Lan: Yah, I think they are the key reasons from my perspective and ua al observation Hoping they help n Tran Ngoc Quynh Anh: Yes, It helps a lot to our research Thank you very much for joining va n me and hoping we could have chance to talk more in the future ll fu at nh  Timing: 19:00 PM on 27 July 2016 oi m Part 2: Tran Ngoc Quynh Anh: Thank you very much for accepting my invitation to join the in- z ht vb Nguyen Thi Ngoc Lan: Yes, sure This is my pleasure z depth interview today, after the previous in-depth interview jm Tran Ngoc Quynh Anh: Continue with the previous discussion, you mentioned that k gm Compensation and the Leadership skill from the managers are big key reasons lead to the om reason lead to the issue from your perspective? l.c Millennials turnover in Nielsen Vietnam Could you please share with me which is the biggest n balance, I could not arrange our time for working & personal at the same time a Lu Nguyen Thi Ngoc Lan: As shared before, the biggest reason impact to this was the work-life with the client so that they can give us some more time to complete It is better for manager to y Nguyen Thi Ngoc Lan: I think the manager can manage the workload for the team, can deal te re propose the best solution from your perspective, so that we can improve? n va Tran Ngoc Quynh Anh: Oh, I see As you are in that situation before, could you please 78 join the training so that they may know how to manage the clients, manage the workload for t to coaching for team They are all valuable and it is urgent to have them done now ng Tran Ngoc Quynh Anh: Oh, I see Thank you very much for your suggestion hi ep Nguyen Thi Ngoc Lan: Yes, sure! w n lo ad RESPONDENT y th ju  Moderator: Tran Ngoc Quynh Anh yi pl  Respondent: Tran Thanh Tung n va  Marriage status: Single n  Age: 26 ua al  Title: Commercial function Executive ll fu  Working Experience Period: around years m oi  Status: Stop working for Nielsen Vietnam z z vb  Timing: 9:30 AM on 26 July 2016 at nh Part 1: ht Tran Ngoc Quynh Anh: Good morning Mr Tung Thanks for accepting to join the in-depth jm k interview with me today Could you please a little bit about yourself first? gm Tran Thanh Tung: Yes My name is Tung, as you may know I am currently in charge of the market research agency year ago, after years working there om l.c role of Market Analytics for Supermarket system in Ho Chi Minh City I left Nielsen – a n Chi Minh City? a Lu Tran Ngoc Quynh Anh: Oh I see So how is your job going in the Supermarket system in Ho Tran Ngoc Quynh Anh: So why you decided to leave Nielsen Vietnam? y system and the working environment in Nielsen before It satisfied me a lot te re management system does not meet my expectation I did love the people, the management n va Tran Thanh Tung: My job there is running normally, but it is not quite good as the 79 Tran Thanh Tung: Actually, the biggest reason I decided to leave after years working for t to Nielsen was the Compensation and Work-life balance ng I would like to find a job which meets my expectation about the salary so that I can cover for hi ep my life and I felt that I needed to work so hard but the salary was not fair As you may know when you work for the agency, you have to work so hard for the clients, even on weekend w n Yes, I accepted to so, but the salary that I received should be fair enough to my effort lo ad Tran Ngoc Quynh Anh: Did you share the problem to the line manager? y th Tran Thanh Tung: I shared, but he just came up to solve the problem of work-life balance, ju but not yet for the compensation as it is out of his control He informed HR team, but we have yi pl some periods to review the salary Then I decided to leave to apply for jobs for higher salary ua al and jobs that I can balance my work and life I really could not handle my job at that time n Tran Ngoc Quynh Anh: Oh, I see Thank you very much for sharing us the insights of this va n problem that you faced It is much appreciated ll fu Tran Thanh Tung: Yes, It is my honor oi m at  Timing: 10:15 AM on 01 Aug 2016 nh Part 2: z z Tran Ngoc Quynh Anh: Continue with the 1st sharing from you You have mentioned that vb ht Compensation is one of the most key part impact to your decision However, if at that time, k jm how can Nielsen to keep you in the team? gm Tran Thanh Tung: Actually, it caused by the my financial status so if the company can adjust om the company can be more supportive, It would be great l.c my salary sooner than the plan It would be better I fully understand the situation, however if n the regional team & global team a Lu Tran Ngoc Quynh Anh: Given the fact that we cannot change it so quick as it is impacted by y Tran Ngoc Quynh Anh: Yes, thank you very much for your proposed solution on this te re solve and work on the strategic plan then n va Tran Thanh Tung: Yes, I know! That’s the reason why I said that this issue takes time to 80 t to RESPONDENT ng hi ep  Moderator: Tran Ngoc Quynh Anh  Respondent: Nguyen The Vinh w  Title: Commercial function Senior Executive n lo  Age: 28 ad y th  Marriage status: Single ju  Working Experience Period: around years yi pl  Status: Return to work for Nielsen Vietnam n ua al Part 1: va n  Timing: 8:00 AM on 01 Aug 2016 fu ll Tran Ngoc Quynh Anh: I would like to ask you about yourself first, so that we can discuss in oi m more details at nh Nguyen The Vinh: As you may know, my name is Nguyen The Vinh In total, I have been working for Nielsen in more than years and a half I just got promotion to the Senior z z Executive last month vb ht Tran Ngoc Quynh Anh: Wow! It is such great news! Congratulations on your promotions So jm I would like to invite you to join me in the in depth interview today with the topic of millennial k Nguyen The Vinh: Yes, Sure I surely support you with the mentioned topic l.c gm turnover in Commercial Department in Nielsen Vietnam? om Tran Ngoc Quynh Anh: Thank you very much I heard that you decided to leave Nielsen in n banking? Could you please share me more details? a Lu 2013, and then decided to return to Nielsen after year and a half working in the retail manager, it means that I didn’t have chance to manage team, just the title to work with client y year and a half, I realized that it was not the manager, it was just the individual contribution te re like to reach the career goal quickly They offered me the level of manager, but then after n va Nguyen The Vinh: Yes, Actually, at that time, the biggest reason I left Nielsen was I would 81 easily Then I decided to apply back to Nielsen as my passion is here, I love the Nielsen t to working environment, Nielsen culture and love the job nature here as well As I am so young ng at that time, when another company offered me with a great title like that, I immediately hi ep decided to move without considering other factors Tran Ngoc Quynh Anh: How about your current job at Nielsen? w n Nguyen The Vinh: It is great Making the decision of returning to Nielsen is the best decision lo ad in my life y th Tran Ngoc Quynh Anh: So, from your observation, is there any reasons behind which made ju the millennial decided to leave the company? yi pl Nguyen The Vinh: Yes, of course From my observation, in my team, many people cannot ua al balance their work and life, they cannot manage their task and time, so they decided to leave n for another company, which support that target Moreover, compensation is one of the biggest va n reasons which push them to make the decision Many clients offered them with very high fu ll salary, and then they decided to leave I think these reasons should be considered to analyze m oi and take action to prevent the same issues Hoping they help at nh Tran Ngoc Quynh Anh: Yes, of course Thank you very much for joining me in the in-depth interview with me today Also, Thank you very much for sharing us the insights of this z ht vb Nguyen The Vinh: Yes, It is my honor z problem that you faced It is much appreciated k jm l.c  Timing: 2:30 PM on 08 Aug 2016 gm Part 2: om Tran Ngoc Quynh Anh: Thank you very much for accepting my invitation to join the in- n Nguyen The Vinh: Yes! a Lu depth interview today, after the previous in-depth interview y it? te re because of the work-life balance Could you please advise if we can something to improve n va Tran Ngoc Quynh Anh: You shared that one of the reasons that people are leaving was 82 Nguyen The Vinh: I think we should send them to the training or sharing session about time t to & task management so that they can be confident in those skills From that, they can perform ng better hi ep Tran Ngoc Quynh Anh: Thank you very much for your advice We will take it consideration w n lo ad RESPONDENT y th ju  Moderator: Tran Ngoc Quynh Anh yi pl  Respondent: Nguyen Tan Tai n va  Marriage status: Single n  Age: 28 ua al  Title: Commercial function Senior Executive ll fu  Working Experience Period: around years m oi  Status: Intended to leave Nielsen, then stay and continue to work for Nielsen Vietnam at nh z vb  Timing: 3:15 PM on 01 Aug 2016 z Part 1: ht Tran Ngoc Quynh Anh: Could you please a little bit about your background please? jm k Nguyen Tan Tai: Yes, sure I am Tan Tai, currently working as an Executive in Commercial gm team I used to work in the team as a trainee in months, and then get converted into Full time om l.c employee after putting the hard try Until now, I have been working for Nielsen nearly years Tran Ngoc Quynh Anh: Oh, It is great It means that you joined Nielsen as your first job after a Lu graduating from your university? n Nguyen Tan Tai: Yes, that’s right Nielsen is the first place and until, I am proud of my that I am currently taking I enjoyed my works everyday y Nguyen Tan Tai: I love the working environment here; I love my job, tasks; responsibility te re Tran Ngoc Quynh Anh: Why you are proud of your choice to become a Nielsener? n va choice 83 Tran Ngoc Quynh Anh: It sounds good However, I heard that you intended to leave the t to company some months ago? Could you please share me why? ng Nguyen Tan Tai: Actually, the biggest reason I intended to leave Nielsen Vietnam at that time hi ep was the workload and the work pressure, I could not manage my time well, so that I did not have time for the personal life, even I love the job so much One of target to work is to balance w the professional life and the personal life to make sure that I will treat well to “me” n lo ad My manager could not realize my mood was down at that time as I was hiding my emotions, y th so that my manager was so surprised when I informed him that I would leave Immediately, the ju manager booked me for a catch up, explored the reasons that I wanna leave, she knew the story yi pl behind She gave me advices about my career development and at the same time, she ua al immediately asked Human Resources to recruit a full-time 6-month trainee to support me n along the way That’s why I am still here until now, and I appreciated what my manager was n va doing to solve my issue fu ll Tran Ngoc Quynh Anh: It is getting better now, right? oi m Nguyen Tan Tai: Yes, that’s right One trainee comes and support me some tasks and at the at nh same time, I can improve my leadership skill to the trainee, which motivate me a lot Tran Ngoc Quynh Anh: Wow! It is awesome to hear so So which factors impact to the stay z z or leaving of the employee? vb ht Nguyen Tan Tai: From my perspective, work-life balance and the leadership from the jm manager play the key role in the issues Once the employee is taken care, they will contribute k gm much more than normal l.c Tran Ngoc Quynh Anh: Yes, I see Thank you very much for joining me in the interview om today It means a lot for our research Hoping to have chance to talk to you in the future n a Lu Nguyen Tan Tai: Sure, Thanks! n va y te re 84 THE QUALITATIVE RESEARCH INTERVIEW REPORT t to ng Interviewer: Tran Ngoc Quynh Anh hi ep Interviewees: people from different groups as below w Group 1: Manager/ Senior Executive/ Employees who are currently working for Vina One n lo (1A) - Mrs Vo Thi Thu Nguyet - Manager, Human Resources, Nielsen Vietnam ad y th (1B) – Ms Dinh Thi Ngoc Quyen - Senior Executive, Human Resources, Nielsen Vietnam – Compensation & Benefits function ju (1C) – Ms Pham Hoai Nga - Commercial function Executive yi pl (1D) – Mr Nguyen Huu Thi - Commercial function Manager ua al n Group 2: Millennials in Commercial function who already left Nielsen Vietnam six months ago and one years ago n va fu (2A) - Mrs Nguyen Thi Ngoc Lan - Commercial function Senior Executive ll (2B) - Mr Tran Thanh Tung - Commercial function Executive oi m nh at Group 3: Millennials in Commercial function, who returned to work for Nielsen Vietnam, after leaving for around one year and a half z z (3A) - Mr Nguyen The Vinh - Commercial function Senior Executive ht vb jm k Group 4: Millennials in Commercial function, who intended to leave Nielsen Vietnam, but then decided to stay om l.c gm (4A) - Mr Nguyen Tan Tai - Commercial function Senior Executive n a Lu n va y te re ad ju y th 85 yi pl Data collected after the interview: n ua al Question - Compensation - Work-life - Job & Benefits balance Satisfaction- Work-life - Reaching the Compensation balance career goal - Career - Reaching career quickly Development goal - Peer - People - Individual relationship Engagement Emotional nh 2B - Workload - Compensation - Leadership at z 3A 4A - Compensation - Work-life balance - Compensation - Work-life balance - Reaching the career goal quickly - Work-life balance - Leadership style - Compensation - Work-life balance - Work-life balance z k jm ht vb - Work-Life Balance 2A oi What is the key main reason lead to the issue? 1D m ll - Engagement - Career development - Job motivation - Caring from the line manager - High work load - Work-Life Balance 1C fu What are the reasons why many Millennials of Commercial team in Nielsen Vietnam decided to leave the company so soon? 1B n 1A Finding va # - Leadership style - Work-life & Career balance Development om l.c gm - Compensation - Work-life balance an va n y te re - Conduct Compensation - Promote strongly & Benefit for the flexibility Training to policy people managers Lu What is the solution which works the best and should be taken first? - Conduct training for - Manager manager so that - Each employee - Recruit allocates the they may know - Flexibility in - Conduct time & should have a trainees for workload how to manage increasing task mentor to share the team to appropriate the clients, salary ( aware management and get the balance the to team manage the of the struggle) training coaching from workload members workload for coaching for team ac th si g e cd jg hg 86 REFERENCE t to (1) Jack Honomichl The 2011 Honomichl Top 50 report [document on the Internet] Marketing ng 2011 hi News; [cited 2016 June 30] Available from: ep https://www.ama.org/Documents/Hono.pdf (2) Main D Who are the millennials [document on the Internet] Live science; 2013[cited 2016 w Available n July 01] from: http://www.livescience.com/38061-millennials-generation- lo ad y.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+Livescien y th cecom+%28LiveScience.com+Science+Headline+Feed%29 ju yi (3) Fry R Millennials surpass Gen Xers as the largest generation in US labor force [document pl on the Internet] Pew Research Center; 2015[cited 2016 July 01] Available from: al n ua http://www.pewresearch.org/fact-tank/2015/05/11/millennials-surpass-gen-xers-as-the- va largest-generation-in-u-s-labor-force n (4) Espinoza C, Ukleja M Managing the Millennials: Discover the core competencies for fu ll managing today's workforce Hoboken, New Jersey: John Wiley & Sons; 2016 m oi (5) Myers KK, Sadaghiani K Millennials in the workplace: A communication perspective on nh millennials’ organizational relationships and performance Journal of Business And at z Psychology 2010;25(2);225-38 z jm Beacon Press; 2013 ht vb (6) Burstein DD Fast future: How the millennial generation is shaping our world Boston: k (7) Gravett L, Throckmorton R Bridging the generation gap: How to get radio babies, boomers, gm Gen Xers, and Gen Yers to work together and achieve more Franklin Lakes, New Jersey: om l.c Career Press; 2007 (8) Bartley SJ, Ladd PG, Morris ML Managing the multigenerational workplace: answers for n a Lu managers and trainers CUPA-HR Journal 2007;58(1);28-34 turnover to this generation-and what to about it Hoboken, New Jersey: John Wiley & strong workplace teams Chicago, Illinois: American Bar Association; 2014 y (10) Rikleen LS You raised us, now work with us: millennials, career success, and building te re Sons; 2009 n va (9) Sujansky J, Ferri-Reed J Keeping the Millennials: Why companies are losing billions in 87 (11) Bresman H What millennials want from work, charted across the world [document on the t to Internet] Harvard Business Review; 2015[cited 2016 July 01] Available from: ng https://hbr.org/2015/02/what-millennials-want-from-work-charted-across-the-world hi ep (12) De Hauw S, De Vos A Millennials’ career perspective and psychological contract expectations: Does the recession lead to lowered expectations? 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