Officience - User contributions [en]

https://wiki.officience.com/api.php?action=feedcontributions&feedformat=atom&user=Cpd Officience - User contributions [en] 2026-07-31T22:13:06Z User contributions MediaWiki 1.43.1 https://wiki.officience.com/index.php?title=SNAP_Selling_(Book)&diff=1048 SNAP Selling (Book) 2019-11-25T09:37:41Z

<p>Cpd: </p> <hr /> <div>[[File:SNAP Selling 2010.png]]<br /> <br /> '''SNAP Selling''' is the title of a book written by Jill Konrath released in 2010.<br /> <br /> Subtitle is "''Speed Up Sales and Win More Business with Today's Frazzled Customers.''"<br /> <br /> SNAP is abbreviation for '''S'''imple + i'''N'''valuable + '''A'''ligned + '''P'''riority.<br /> <br /> <br /> '''Part 1 : SNAP Decisions'''<br /> <br /> Jill Konrath explains how life has become tougher for decision makers and how customers think. That explains why "SNAP Selling" works.<br /> <br /> Part 2 : The First Decision<br /> <br /> Part 3 : The Second Decision<br /> <br /> Part 4 : The Third Decision<br /> <br /> Part 5 : Wrapping it Up<br /> <br /> == See also ==<br /> * [[OffyRead]]<br /> <br /> == References ==<br /> * [https://en.wikipedia.org/wiki/Jill_Konrath#SNAP_Selling Jill Konrath] on Wikipedia<br /> * [http://cdn2.hubspot.net/hub/155473/file-374743778-pdf/SNAP_Selling_Book_Summary_ SNAP Selling] (Book Summary)<br /> * [https://drive.google.com/open?id=1Qsf9vlBKO_S_22M0u0kUmcfczJj7Utbh Download ePub version]</div>

Cpd https://wiki.officience.com/index.php?title=Officience_-_Company&diff=978 Officience - Company 2019-07-24T05:21:54Z

<p>Cpd: Created page with "== Officience SARL (France) == Raison sociale : OFFICIENCE <BR> Forme juridique : SARL <BR> Representee par : M. Duc HA DUONG <BR> Tel: 0607451152 <BR> Activité : Services i..."</p> <hr /> <div>== Officience SARL (France) ==<br /> Raison sociale : OFFICIENCE <BR><br /> Forme juridique : SARL <BR><br /> Representee par : M. Duc HA DUONG <BR><br /> Tel: 0607451152 <BR><br /> Activité : Services informatiques, développement logiciels, conseil business process <BR><br /> Adresse : 36 rue du Caire, 75002 Paris <BR><br /> Téléphone : 0033 (0)9 80 59 67 05 <BR><br /> Code TVA : FR 40 490 149 028 <BR><br /> SIREN (9 chiffres) : 490 149 028 <BR><br /> NIC (numéro interne de classement - 5 chiffres) : 00014 <BR><br /> SIRET (14 chiffres) : 490 149 028 000 30 <BR><br /> Code NAF (APE) : 6202B - Tierce maintenance de systèmes et d'applications informatiques <BR><br /> Date de création : 7 juin 2006 <BR><br /> Date Immatriculation : Avril 2006 <BR><br /> <br /> == Công Ty TNHH Officience (Vietnam) ==<br /> <br /> Headquarter Address : 16A Lê Hông Phong, P. 12, Q.10, TP. Hồ Chí Minh, VIETNAM <BR><br /> Branch office Address : 161A Phan Dang Luu, P.15, Q. Phú Nhuận, TP.HCM - VIETNAM <BR><br /> Phone : +84 (28) 38 62 00 55 <BR><br /> Fax : +84-8-3844 7723 <BR><br /> Number of investment registration certification : 411023000228 <BR><br /> VAT code / MST : 030 4455 182 <BR><br /> Number of seal registration certification : 134831/ĐKMD <BR><br /> <br /> == Công Ty TNHH Giải Pháp Tài Nang (Talent Solutions)==<br /> Headquarter Address : 16A Lê Hông Phong, P. 12, Q.10, TP. Hồ Chí Minh, VIETNAM <BR><br /> <br /> ==OFFICIENCE LLC (USA)==<br /> Commercial Address: 201 Spear Street, Suite 1100 - 3169, San Francisco, CA 94105, USA <BR><br /> Representative : Cao Phong DUONG <BR><br /> Registration address: 8 The Green, Suite #4511, Dover, DE 19901, USA <BR><br /> Phone number: +1 (415) 800-2796 <BR><br /> Employer Identification Number (EIN) / Tax Identification Number (TIN): 32-0572019 <BR><br /> Business Entity Types: Limited Liability Partnership <BR><br /> Business start date: 11-Jun-2018 <BR><br /> <br /> == OFFICIENCE PTE LTD. (Singapore)==<br /> 133 New Bridge Road, #09-06, ChinaTown Point, Singapore 059413 <BR><br /> SINGAPORE <BR><br /> Tax reference: 200823193N <BR></div>

Cpd https://wiki.officience.com/index.php?title=Offy_Handbook&diff=964 Offy Handbook 2019-06-28T02:16:12Z

<p>Cpd: </p> <hr /> <div>[[File:Akira (Comic) 1982.png]]<br /> <br /> <br /> <translate><br /> Offy Handbook is a practical guidebook that all Offies will need in their adventure with the tribe.<br /> <br /> == What is Offy Handbook == <br /> === A practical guidebook to a more fulfilling Offy life! ===<br /> <br /> <br /> Welcome to Officience! Whether you’re a new member of our tribe, someone hoping to join us or a long time Offy, you’ll find everything you need to understand our why in this Handbook.<br /> More importantly you’ll also discover how we do what we do. From performance management to leave requests, and going through our internal social network, this how life happens at Officience!<br /> <br /> <br /> Last but not least, this is a continuous work in progress, we adjust our way of working to better fit our purpose every day. Should you have questions, comment or concerns, we’re here to help.<br /> <br /> <br /> == Content == <br /> === The Offy Life ===<br /> ==== Officience - Offsharing in Vietnam ====<br /> Our purpose is to make sure that Vietnam skips the age of mass consumerism and leapfrogs to the new global sharing and connection economy.<br /> <br /> ==== Our culture, causes and values you shall understand, live by and promote ==== <br /> First things first. That should come as obvious, but if you decided to join us, and if we identified you as a member of our tribe, it means you fit the following portrait:<br /> <br /><br /> You embrace [http://officience.com/#our-causes our causes]<br /> <br /><br /> You live by [https://docs.google.com/document/d/1wlp0MT4m252NRdcMi28WO5MNdj5emAZLbn-lFJO1OAE/edit our values].<br /> <br /> <br /> '''''Commitment: Do what you Say'''''<br /> <br /><br /> No action is engaged without a definition of the expected final results. We only have one word and managing the proper expectation from our interlocutors is a daily concern.<br /> <br /><br /> '''''Open & Sincere: Say what you Think'''''<br /> <br /><br /> We believe that the world is better when we can openly and constructively share our feelings, thoughts, and doubts. It implies an environment of trust where constructive criticisms are encouraged.<br /> <br /><br /> '''''Merit: Lead by Example'''''<br /> <br /><br /> Justice is important to us, and we strive to maintain a permanent state of awareness so that each of us gives and receives its fair share of returns.<br /> <br /><br /> '''''Innovation: Think out of the Box'''''<br /> <br /><br /> We encourage creativity and innovation and are willing to accept the risks that come with it. This attitude is at the root of the continuous improvement that is part of our promise.<br /> <br /><br /> '''''Caring: I Know therefore I Care'''''<br /> <br /><br /> We empathize with the men and women we interact with daily, living in their shoes and caring with passion about solving the problems that prevents them to be happy. We get our satisfaction from seeing them smiling.<br /> <br /> ==== The right attitude you shall have ==== <br /> Functioning without managers requires self-responsibility from each Offy, that translates into the following attitude. Keep in mind these are not simply best practices. It’s part of your responsibility as an Offy.<br /> <br /> <br /> ''Self-Managing''<br /> <br /><br /> You are the actor of your life. Note that we did not use the word “career” here. Your life happens within Officience, but also outside of Officience. And our objective as an organization is not to drive you through the ladder of success. It is simply to accompany you in whatever life goal you have, whether they are within the organization, or outside.<br /> <br /><br /> As you will read in this handbook, we put in place a few processes such as salary reviews, performance evaluation, or identifying influencers. Don’t consider these as “processes” that you “have to” apply. They are simply guidelines to help you better manage your life. And you should maximize any opportunity to exchange with your influencers about your life.<br /> <br /> <br /> ''Knowing when you don’t know''<br /> <br /><br /> Letting anyone in the organization make any kind of decision has its side effect: It can lead to “bad” decisions for the organization.<br /> <br /><br /> There are two ways to ensure this does not happen:<br /> <br /><br /> - The first one, that you will discover a bit later, is the advice process. You cannot make any decision without having followed this advice process.<br /> <br /><br /> - The second one is related: you need to know when you don’t know. You have to understand which are the situations where you are a bit short, and should look for advice.<br /> <br /> <br /> ''Acting as a sensor''<br /> <br /><br /> A very common question of the organization is: If I don’t have a manager, who makes sure I gets things done and bring value to the company? The answer is simple: every single one of your peers.<br /> <br /><br /> As a consequence, it is part of your responsibility to address any situation that makes you feel uncomfortable through one-on-one, open talks. [https://plus.google.com/+SylvainPierre/posts/B1Lc7rRX49B Here] are a few pieces of advice to raise this type of concerns. Acting as a sensor is not a way to “create troubles”. It is simply to ensure fairness, balance and that everyone is working towards the same goal.<br /> <br /><br /> If you read the above carefully, you also understood that there is a kind of attitude that we should absolutely avoid: complaining about a situation, and doing nothing to address it.<br /> <br /> ==== As a sensor you shall act ==== <br /> <br /> <br /> ''“Be the change you want to see in the world”'' - Gandhi<br /> <br /> <br /> Wait, we just covered that part… Why do we need to talk about it again?<br /> <br /><br /> The reason is simple: it is the most critical attitude that will make our organization thrive. It is the glue that will ensure we are moving forward every single day.<br /> <br /> <br /> Now, one interesting thing about “acting as a sensor” is that its principles go against the "natural" culture that we can often notice here in Vietnam. Yes, it is a blunt statement. Most people don’t want to be seen as troublemaker. They will prefer to avoid addressing a sensitive point rather than taking it as a chance to improve the organization.<br /> <br /><br /> If you tend to complain about things without taking action, don’t even think about working at Officience. It is the most unproductive attitude: it creates bad feelings, not only for you but for everyone around you.<br /> <br /> <br /> So, how to act as a sensor? “Be the change you want to see at Officience”.<br /> <br /><br /> Keep that motto in mind, and everything will be fine.<br /> <br /> <br /> '''''No complaining'''''<br /> <br /> <br /> Complaining is not productive. It creates bad feelings. So how to turn a complaint into a positive action?<br /> <br /><br /> Two solutions:<br /> <br /><br /> - If you start complaining about something, stop and think: “What can I do to address that?”<br /> <br /><br /> - If you hear someone complain about something, tell him/her: “Ok, enough complaining! What can you do to change that?”<br /> <br /> <br /> Sharing bad feelings is natural. We all do this. The trick is to be aware when you (or someone around you) start doing it, and turning it into ''an opportunity to change things''.<br /> <br /><br /> What kind of concerns should you share? As soon as it becomes too hard to keep for yourself, share it. By practicing it, you will notice that the question is less WHAT to share, and more HOW to share it. We all have things that annoy us on a daily basis. What we need to learn is how to make the most of these small annoying things.<br /> <br /> <br /> You may think that constantly sharing concerns and annoying things makes for a very stressful working environment. It doesn’t. Sharing (and more important, ''solving'') these small daily issues is what makes Officience a better place to work day after day.<br /> <br /> ==== Google+ you shall use ==== <br /> <br /> <br /> ''“By changing the way we communicate, we change society”'' - Clay Shirky<br /> <br /> <br /> So how do we communicate? You may hear a lot about autonomy during recruitment, and autonomy doesn’t come without transparency. How do we ensure this transparency? By communicating publicly as much as possible on a platform shared to everyone in the company, Google+. Heard about it yet? If the answer is “no”, you’re off to a bad start, but it’s not too late. Create an account. Go check it.<br /> <br /> <br /> Google+ is now becoming your mailbox. Your main communication channel.<br /> <br /><br /> - Within the first hour of your life at Officience, create a Google+ Account.<br /> <br /><br /> - Check it every day. How much do you check your mails? Well, that much.<br /> <br /><br /> - Be open, share your activities, your feelings, your life in the company.<br /> <br /><br /> - Before sending a mail, stop and think: “Can I put it on Google+ instead?”.<br /> <br /><br /> - It is now your mailbox. No more mails. Just Google+.<br /> <br /> <br /> You may forget to add Offy in your circle, but don’t forget adding [https://plus.google.com/u/0/communities/114247689785052683839 Offyspace community]. A place to meet other Offies, know what’s going on in Officience, share your latest project updates or simply your feelings!<br /> <br /> ==== On your own you shall decide ==== <br /> <br /> <br /> A very important principle of our organization is that each of us can make any decision as he or she sees necessary to the pursuit of Officience’s success.<br /> <br /> <br /> There are a few simple rules to ensure consistency and harmony, we call that this the Advice Process:<br /> <br /><br /> 1) Before taking your decision you should take advice from all the people who will be impacted by your decision. It's up to you to identify them.<br /> <br /><br /> 2) Before taking your decision you should also take advice from all the people who are experts in the subject matter of your decision. It's also up to you to identify them.<br /> <br /><br /> Taking advice means listening actively and with consideration. However it does not mean you need to do as they say, neither that you have to reach a consensus before moving on.<br /> <br /> <br /> Remember that it's YOUR decision. You make it, you are fully responsible for it. For a few specific decisions that we have to take routinely, this Advice Process principle has been implemented into Dinh (*) to help us run them (salary review, purchases...). But in case no custom tool has been designed, the process shall still be hold and you can use generic tools like Google+ or Hangout as platform for your decision.<br /> <br /> <br /> ''(*) Dinh is our OpenERP-based ERP system used mostly to allow individual time & skills management, opportunity and invoice tracking, people profiles update and purchase follow-up. The best way to learn how to use it is to ask your fellow Offies!''<br /> <br /> ==== A few words you shall unlearn. And a few more you shall learn. ==== <br /> <br /> <br /> We are proud to say Officience is a learning environment, and funnily, part of the learning process can also involve “unlearning” a few things.<br /> <br /> <br /> These are a few words and expressions that you want to stop using. Why? These sentences go against our values, our vision, whether it is by breaking the commitment idea or by going against the autonomy and no manager idea. So stop using them. Today.<br /> <br /> <br /> - “I will try my best”<br /> <br /> <br /> - “Can you validate/approve/review?”<br /> <br /> <br /> - Manager. Boss. Staff.<br /> <br /> <br /> - “I will reply/do it as soon as possible”<br /> <br /> <br /> In return, at Officience we welcome every individual as a whole, with its moods, its feelings, its doubts... As such, you will hear and you are invited to make extensive use of terms like:<br /> <br /><br /> - "I feel that ..." <br /> <br /><br /> - "I am happy / unhappy because ..."<br /> <br /><br /> - "I like / i dislike ..."<br /> <br /><br /> - "I sense that you are not satisfied."<br /> <br /><br /> - “I think I made a mistake when I…”<br /> <br /> ==== Customer confidentiality you shall ensure ==== <br /> <br /> <br /> As an open organisation, we strive to be as transparent as possible. However, we do not practice "radical transparency" (i.e. full and complete transparency at any cost).<br /> <br /><br /> In particular:<br /> <br /><br /> - We respect the desire of our clients not to be transparent. As such, we sign and honor our NDA commitments, and even is no NDA has been signed, we treat any customer information as confidential by default.<br /> <br /><br /> - An incomplete view on a situation can be much more harmful that no information at all.<br /> <br /> <br /> Henceforth, we strive to communicate information comprehensively, with the proper context to let the receiver properly capture and interpret the facts. For that reason, information that can leave way to erroneous misinterpretations are not published bluntly. In these situations, access shall be requested to any person identified as subject matter expert.<br /> <br /> ==== Your own time you shall manage ==== <br /> <br /> <br /> ''Daily Work''<br /> <br /><br /> Self-management starts with the possibility to manage your own time. And we don’t look at how many hours you work. At the end of the day, what matters is that you do what you love, and that it contributes to our overall cause.<br /> <br /> <br /> Have a project deadline for tomorrow, and you’re late? You may have to work until midnight (and review your way to manage your time)/<br /> <br /><br /> You’re done with your job for the day, and it’s only 4:30pm? Go home (and think about what more you could do to help Officience the next day).<br /> <br /> <br /> True, there is a check-in / check-out machine at the entrance, and it’s here only for the sake of security. We are not going to check your time. But please, check-in and check-out.<br /> <br /><br /> Lastly, to help you manage your own time even better, we put a timesheet system in place. Go check it, it happens [https://dinh.officience.com/web#id=5740&view_type=form&model=hr_timesheet_sheet.sheet&menu_id=417 here].<br /> <br /> <br /> ''Vacation''<br /> <br /><br /> What is true for a working day is also true for vacation. You know what you have to do, you set your own deadlines. So you are the best judge of when you can (or cannot) take a leave. And believe me, you don’t want to abandon your peers in times of heavy workload.<br /> <br /> <br /> ''Remote Working''<br /> <br /><br /> Whether it is in the office or outside, what matters is what you deliver. Again, you are the only judge of whether you need to be in the office to work on projects you decided to join. <br /> <br /> ==== Your influencers you shall identify ==== <br /> <br /> <br /> So if you read this far, you most probably understood by now that we have a pretty unique take on what “management” means. Basically, you are owner of your work, and nobody will be on your back to check what you do. It’s your responsibility.<br /> <br /><br /> That said, in traditional organizations, managers (when they are not too busy giving orders or controlling what you do) will also play the role of coach, leader, and sometimes even both. These roles are critical, and we believe that nobody else but you should pick who will lead you throughout your projects and life.<br /> <br /><br /> Choosing such people will be super important for your life in the company (and by the way, these people can change over time), so choose wisely. <br /> <br /> <br /> We do not expect you to choose them during your first day, or even the first week. It takes time to build relationships. But you will have to make sure that your influencers fill the following roles:<br /> <br /><br /> Life coach(es): he/they will guide you towards your Element<br /> <br /><br /> Skills coach(es): he/they will support you on building up your skills (no kidding)<br /> <br /><br /> Project coach(es): he/they will be the ones leading you on the project you choose<br /> <br /><br /> Vision leader(s): he/they will constantly keep you on the right company vision track<br /> <br /><br /> To choose your Spiritual Influencers, very simple, it happens [https://dinh.officience.com/web#id=6&view_type=form&model=hr.employee&menu_id=493 here].<br /> <br /> <br /> Aside from these chosen influencers you are under the de facto influence of the people you spend most time with. Through your daily interactions on projects and at the coffee machine, you will be naturally exposed to their worldview, which will in turn become a part of your worldview. They know you better than anyone else in the organization, as much as you know them as well. These people are your Proximity Influencers, and you also need to nominate them into Dinh.<br /> <br /><br /> Once you have identified them, you shall create a Hangout room with all your influencers, so that you can maintain a continuous conversation with them. Last but not least, whether proximity or spiritual influencers, the keywords of these relationships should be mutual trust, benevolence and respect.<br /> <br /> ==== Your own salary you shall decide ==== <br /> <br /> <br /> Decisions on compensation and benefits follow the Advice process. The impacted and experts people from whom you should take advice are your Influencers :<br /> <br /><br /> - The Proximity Influencers are the ones who know you best, who know what you delivered, what's your potential, what are your ambitions, and how far from your Element you are.<br /> <br /><br /> - The Spiritual Influencers are the ones who know best who you want to be, but also through their seniority and broad perspective on the organization, who will know the other compensations packages in the company, to ensure fairness across the board.<br /> <br /><br /> Every Offy is invited to discuss at least once a year with his Influencers about his compensation and take their advice when he wants to change it.<br /> <br /> <br /> At Officience, salaries ranges of everyone are available in Dinh. Why? We believe it’s part of the information you need to have at hand when deciding (with your influencers) on your next salary.<br /> <br /> ==== Your roles you shall choose and regularly update ==== <br /> <br /> <br /> We strive to hire people based on a set of attitude and skills, and for that reason, it’s not always clear at first what your “job” will be at Officience. Like most companies we do have specific projects which require a given expertise, but it can also happen we hire people because… we like them (read: their attitude fits with our culture, and they share our purpose).<br /> <br /> <br /> As soon as you join us, and whether you were hired for a given project or not, your responsibility will be to define your mission within the company, through the form of roles. There are actually no limits to the number of roles you can have, as long as you follow a few ground rules.<br /> <br /> <br /> What is a role? It is a mix of a scope of work and accountabilities. Yes, you read it well, even though you are self-managing, it doesn’t mean you have no accountabilities (or ownership). The main difference is that these accountabilities are not towards a manager: they are towards the people you interact with in your scope of work. In that sense, engaging in a role becomes a commitment to your colleagues for that role. <br /> <br /> <br /> Another interesting point regarding roles: they can evolve over time. Unlike traditional companies, you are not stuck to a “position”, and no one will be here to assign you to another role. You assign yourself. You decide what role suits best with your expertise, and with what the company currently needs. Similarly, it can happen that at a given time you have no role in the company. It’s not a shame, be open about it. It will be the first step that allows you to find your next role(s). Also, you will find regular calls for support on Google+, or in the specific [https://plus.google.com/u/0/communities/114247689785052683839/stream/f3566408-31a6-46a3-afd0-e16992647d26 Project Market Place] section.<br /> That’s the space you will find your next project - or even call for help on the projects you want to launch!<br /> <br /> ==== Your contribution - and your peers’ - you shall monitor ==== <br /> <br /> <br /> What you may wonder after reading about self-management and choosing your roles is: “ok nice, but who is going to make sure I do my job?”. Here again, the answer lies within the principles of both “self-management” and “every Offy is a sensor”.<br /> <br /> <br /> And actually, from that point, the “evaluation” flows naturally. No manager will be here to tell you that you are “performing” well or not. However, for a specific role that you chose, your colleagues will hold the responsibility to give you regular feedbacks on what you deliver (or don’t). The same way, you will have to give regular feedbacks to them on what they deliver.<br /> <br /> <br /> These feedbacks do not have to happen every 1, 2 or 6 months. The more instantaneous the better. And it’s actually very important to make sure they are regular, whether they are positive or negative. It avoids letting bad feelings build up when they are negative, and it keeps a good spirit and a feeling of respecting each others’ work when they are positive.<br /> <br /> <br /> === The Offy Communities === <br /> <br /> <br /> Get a Life, Not a Job. You only have one, live it to the fullest.<br /> <br /><br /> Here are a few of many initiatives launched by our Offies over the past few years. Join them. Or launch your own!<br /> <br /> <br /> '''OffiRead'''<br /> <br /> <br /> ''“The right book in the right hands at the right time can change the world.” – Goodreads.''<br /> <br /> <br /> OffiRead was launched with the aim to help Offy find and share books we love. Are you a book lover? What is your favorite book? [https://docs.google.com/spreadsheets/d/1Ww-XscSP6ckyF4NpzI95U5a-LkkLJDHhxB78IQWGqAg/edit#gid=0 Choose one] as a welcome gift for newcomers!<br /> <br /> <br /> '''AperOffy'''<br /> <br /> <br /> AperOffy is a Meetup between passionate people around our causes in an intimate setting at Officience. It is being held once or twice a month. It's a chance for Offies to meet new interesting people and expand their knowledge. [https://www.facebook.com/groups/aperoffysaigon/ Join us today]!<br /> <br /> <br /> '''GreenOffy'''<br /> <br /> <br /> With GreenOffy community, we try to make our workplace "greener". Three mains causes: LEARN to have a strong knowledge base in sustainability, SHARE information and ideas to create link between Offies, and BUILD to become a green-maker. [https://plus.google.com/u/0/communities/101704779699256136343 Here is our community]!<br /> <br /> <br /> '''oTOD'''<br /> <br /> <br /> A training center on demand for all Offies to improve their knowledge and experiences. Trainers could be any Offy who is senior, expert on the required domain, or external experts if necessary. With only five raised hands for a same training course, oTOD will do the rest. Time to spread the knowledge!<br /> <br /> <br /> '''VIVO'''<br /> <br /> <br /> ''It's not only company trip, it's team building.''<br /> <br /> <br /> The success of a company depends on more than just the skills and abilities of each individual team member — we need to learn how to function as a cohesive whole. That doesn’t happen by accident. It takes team building. '''''"Many of our VIVO games are very interesting, inspired from Agile games and some of them were probably taking place for the very first time in Vietnam." - Duc Ha Duong.'''''<br /> <br /> <br /> Vivo games will teach you time management, encourage leadership, improve relationships, increases efficiency, build trust, and encourage teamwork. But for now, keep calm and wait for Vivo 2015.<br /> <br /> <br /> More about VIVO:<br /> <br /><br /> - [https://www.youtube.com/watch?v=gNCtgbf53gQ&feature=youtu.be The Video]<br /> <br /><br /> - [https://www.flickr.com/photos/128503232@N05/sets/72157648181356750/ The Pictures]<br /> <br /> <br /> === A few books you may want to read === <br /> <br /> <br /> '''About our organizational vision'''<br /><br /> * Reinventing Organizations - ''Frédéric Laloux''<br /> * [https://drive.google.com/open?id=1al4iXh6hcwZq4fPYu1QwjseD2k0LMbFo Rework - ''Jason Fried'']<br /> <br /> <br /> '''About the connection economy & the new leadership'''<br /><br /> * [https://drive.google.com/open?id=11TIhTKmtHk4l79KB6jb-bSRdhGNihnBt Tribes - ''Seth Godin'']<br /> * [https://drive.google.com/file/d/1HgEjC2NdKREOx7ONoy7Tf0CHbgDMaros/view?usp=sharing Here Comes Everybody - ''Clay Shirky'']<br /> * [https://drive.google.com/file/d/1al4iXh6hcwZq4fPYu1QwjseD2k0LMbFo/view?usp=sharing Leaders Eat Last - ''Simon Sinek'']<br /> <br /> <br /> '''About self-management & purpose'''<br /><br /> * [https://drive.google.com/open?id=15MBZKbeJoFQShc-Yp5dbq91YfQXQvHvR The Element - ''Ken Robinson'']<br /> * [https://drive.google.com/open?id=15OP1mD6cJdYBJMy4oH6gpux3OQD1T1px Drive - ''Dan Pink'']<br /> * Start With Why - ''Simon Sinek''<br /> * [https://drive.google.com/open?id=1KAV1WzAu_CVBxge3vhJKtKSoE72wiFwK Linchpin - ''Seth Godin'']<br /> <br /> == See Also == <br /> * [[Influencers]]<br /> * [[Influencer Graph]]<br /> * [[OffySpace Community]]<br /> == References ==<br /> * [https://docs.google.com/document/d/1eZzSCoLfODDpdblfak2Oq--_U_J-mnjWST8IE-lsE8g Offy Handbook on GDrive]<br /> * [https://drive.google.com/file/d/1zmCTu0Z0wEMSiV466nk8O91ShUrZj0dy/view Offy Handbook in PDF]<br /> * [https://docs.google.com/presentation/d/1eK9LPs-sOE1kxitW1IX8WFZV1MEjbFQJG5N0s2DfMAE Offy Handbook - sharing knowledge about Offy's culture] by Thanh Tam TRAN, Bao Phuong DOAN TRAN, Nam Phuong NGUYEN (Nov 2014)<br /> </translate></div>

Cpd https://wiki.officience.com/index.php?title=Officience:About&diff=963 Officience:About 2019-06-21T20:48:32Z

<p>Cpd: </p> <hr /> <div>[[File:Le_Grand_Bleu_1988.png]]<br /> <br /> ==About us==<br /> <br /> * [[Officience_-_Mission|A mission]] <br /> * [[Officience_-_Causes|Some causes]]<br /> * [[Officience_-_Core_values|Your said "COSMIC" ?]]<br /> * [[Officience_-_Management_principles|All you need is LOVE]]<br /> * [[Officience_-_History|Few dates to remember]]<br /> <br /> == A short version==<br /> <br /> '''Officience is a French-Vietnamese tribe of people using ITO, BPO outsourcing projects to spread knowledge, help Vietnam leapfrog into the digital economy sustainably* and responsibly.'''<br /> <br /> (* If that word exists)<br /> <br /> ==Logo==<br /> <br /> Current logo :<br /> [[File:Offy_logo_new.jpg|border]]<br /> <br /> Offsharing = Offshore + Sharing <br /> <br /> Offshore = In a far far away country (called Vietnam)<br /> <br /> Sharing = It's all about love, exchange, humanity etc. (things Hollywood makes you cry with, sniff.)<br /> <br /> [https://drive.google.com/file/d/0B1ZzmJTUfKnJLXJudEJMSU10MWM/view Original logo] (2005) was created by Jérôme Tham, founder of [http://www.xxs.fr XXS], a French communication company.<br /> <BR>The logo was updated in 2009 by River Orchid Vietnam, part of [http://www.havas.com Havas] since 2015.<br /> <br /> ==See also==<br /> * [http://officience.com/ www.officience.com]<br /> * [https://www.facebook.com/Officience/notifications/ Officience Facebook]<br /> * [http://www.crunch.com.vn/ Crunch Website]<br /> * [https://drive.google.com/file/d/0B1ZzmJTUfKnJLXJudEJMSU10MWM/view Original logo concept and meaning]</div>

Cpd https://wiki.officience.com/index.php?title=Officience:About&diff=962 Officience:About 2019-06-21T20:44:57Z

<p>Cpd: /* Logo */</p> <hr /> <div>[[File:Le_Grand_Bleu_1988.png]]<br /> <br /> ==About us==<br /> <br /> * [[Officience_-_Mission|A mission]] <br /> * [[Officience_-_Causes|Some causes]]<br /> * [[Officience_-_Core_values|Your said "COSMIC" ?]]<br /> * [[Officience_-_Management_principles|All you need is LOVE]]<br /> * [[Officience_-_History|Few dates to remember]]<br /> <br /> == A short version==<br /> <br /> '''Officience is a French-Vietnamese tribe of people using ITO, BPO outsourcing projects to spread knowledge, help Vietnam leapfrog into the digital economy sustainably* and responsibly.'''<br /> <br /> (* If that word exists)<br /> <br /> ==Logo==<br /> <br /> Current logo :<br /> [[File:Offy_logo_new.jpg|border]]<br /> <br /> Offsharing = Offshore + Sharing <br /> <br /> Offshore = In a far far away country (called Vietnam)<br /> <br /> Sharing = It's all about love, exchange, humanity etc. (things Hollywood makes you cry with, sniff.)<br /> <br /> Original logo (2005) was created by Jérôme Tham, founder of [http://www.xxs.fr XXS], a French communication company.<br /> <BR>The logo was updated in 2009 by River Orchid Vietnam, part of [http://www.havas.com Havas] since 2015.<br /> <br /> ==See also==<br /> * [http://officience.com/ www.officience.com]<br /> * [https://www.facebook.com/Officience/notifications/ Officience Facebook]<br /> * [http://www.crunch.com.vn/ Crunch Website]</div>

Cpd https://wiki.officience.com/index.php?title=Officience:About&diff=961 Officience:About 2019-06-21T20:41:36Z

<p>Cpd: /* Logo */</p> <hr /> <div>[[File:Le_Grand_Bleu_1988.png]]<br /> <br /> ==About us==<br /> <br /> * [[Officience_-_Mission|A mission]] <br /> * [[Officience_-_Causes|Some causes]]<br /> * [[Officience_-_Core_values|Your said "COSMIC" ?]]<br /> * [[Officience_-_Management_principles|All you need is LOVE]]<br /> * [[Officience_-_History|Few dates to remember]]<br /> <br /> == A short version==<br /> <br /> '''Officience is a French-Vietnamese tribe of people using ITO, BPO outsourcing projects to spread knowledge, help Vietnam leapfrog into the digital economy sustainably* and responsibly.'''<br /> <br /> (* If that word exists)<br /> <br /> ==Logo==<br /> <br /> Current logo :<br /> [[File:Offy_logo_new.jpg|border]]<br /> <br /> Offsharing = Offshore + Sharing <br /> <br /> Offshore = In a far far away country (called Vietnam)<br /> <br /> Sharing = It's all about love, exchange, humanity etc. (things Hollywood makes you cry with, sniff.)<br /> <br /> Original logo (2005) was created by Jérôme Tham, founder of [http://www.xxs.fr XXS], a French communication company.<br /> The logo was updated in 2009 by River Orchid Vietnam, part of [http://www.havas.com Havas] since 2015.<br /> <br /> ==See also==<br /> * [http://officience.com/ www.officience.com]<br /> * [https://www.facebook.com/Officience/notifications/ Officience Facebook]<br /> * [http://www.crunch.com.vn/ Crunch Website]</div>

Cpd https://wiki.officience.com/index.php?title=Brand&diff=960 Brand 2019-06-21T20:34:16Z

<p>Cpd: </p> <hr /> <div>[[Category:Corporate Identity]]<br /> [[File:Batman logos.jpg]]<br /> <br /> <br /> ''Brand Officience''' visual materials can be found at : '''[http://brand.officience.com brand.officience.com]'''.<br /> <br /> The Google Site was initiated by Cao Phong DUONG. Ai Nhi DANG THI contributed for the most part. It was later completed by Ngoc Thanh LE THI.<br /> <br /> You can find there :<br /> <br /> '''Style guide''' <br /> * logo guideline<br /> * colors guideline<br /> * typography guideline<br /> * stationeries, events samples<br /> <br /> '''Corporate identity'''<br /> * [[Logo]]<br /> * Fonts<br /> * Templates<br /> * Email signature<br /> * Profile picture frame<br /> * Stationeries<br /> * Picture library<br /> <br /> '''Stuffs''' <br /> * Greeting cards<br /> * Jobs.officience.com pictures<br /> * Launch Your Career (LYC) logo & poster<br /> * Events : Offy Talk template, Offline Thursday template, Vivo Video collection<br /> * Clusters logo<br /> * Causes logo<br /> * Designed Offy Handbook <br /> <br /> == Reference ==<br /> * '''[http://brand.officience.com brand.officience.com]'''</div>

Cpd https://wiki.officience.com/index.php?title=Recruitment_Process&diff=931 Recruitment Process 2018-12-01T03:00:09Z

<p>Cpd: </p> <hr /> <div>[[File:Never say never again.jpg]]<br /> <br /> In October 2018, Bao Phuong DOAN TRAN updated Officience Recruitment Process with support of Huy Khang NGUYEN, Thanh Tam TRAN, Thuy Duong NGUYEN THAI with particular concern on [[Security]].<br /> <br /> <br /> ==Recruitment==<br /> <br /> ===Step 1: Create Recruitment Request===<br /> To create a new recruitment request, the team engager should send an email to hr@offcience.com or specific recruiter’s mail. The content should include: <br /> *Name of cluster<br /> *Role<br /> *Level (fresher/ junior/ senior)<br /> *Number of vacancies to fill<br /> *Specific note that HR should keep in mind while hiring (if any)<br /> *Salary range applied for the position <br /> *Relating JD <br /> <br /> In case newcomer fails the probation, no need to make a new request, just ask for a replacement.<br /> <br /> ===Step 2: Post Job Ads===<br /> *If self posting job ads: <br /> Post the JD to the recruitment sites (i.e. Vietnamworks, ITViec, Facebook, Jobstreet, forums, Linkedin etc.) and wait for applications.<br /> *If using headhunt agencies:<br /> Send JD to headhunt agencies & let them manage the searching process<br /> <br /> ===Step 3: Shortlist and Interview===<br /> ====Regarding direct applications====<br /> *HR screen, shortlist & forward CVs to the team for final selection for F2F interview.<br /> *HR contact & schedule interview in accordance with the Interviewer(s)’ availability and acceptance. <br /> <br /> For IT Craft, HR will test English via phone before setting the interview. If the level is below job requirements, then reject. <br /> For other clusters, HR set up the interview as requested. <br /> <br /> ===Regarding using headhunt agencies:===<br /> *HR contact agencies for new candidate pool.<br /> *HR & team select profiles sent by agencies, confirm and join the interview.<br /> *Officience side selects the suitable candidate and sends a confirmation to headhunt agencies to deal. <br /> <br /> ====Regarding resume searching:====<br /> *HR or team look up for the potential candidate on recruitment site’s online database<br /> *HR contact, send JD and share overview about Officience and the job<br /> *Wait for candidate’s confirmation on application<br /> *Set interview as usual<br /> <br /> '''Note:'''<br /> *HR join interviews for the better understanding of the team’s current needs as well as the candidate’s attitude. <br /> *If there is a technical test, it should be carried out at the beginning of the interview.<br /> *In case there is the final interview with the Client, the interview should be carried out via Skype or at Offyplex on Client’s visit.<br /> *After the final round, the interviewer(s) send feedback (Reject - Offer - Keep in touch - Technical feedback) to HR via email within at most 02 weeks from the first interview date. Otherwise, HR will decline candidate automatically. <br /> <br /> The confirmation on offer should include: <br /> *Name of the selected candidate<br /> *Cluster<br /> *Position<br /> *Salary offer <br /> *Starting date<br /> *Specific note (if any)<br /> <br /> ===SCANNING BACKGROUND FOR THE IMPORTANT POSITION.===<br /> *For direct application: <br /> Call people in the reference list, clarify if the answers from two sides are the same, take note, review with the relevant team in Offy<br /> What we need to clarify include: current job or already quit, daily tasks, the relationship between their work, performance at work, strengths/weaknesses, achievements, feelings/opinions of that referrer for the candidate <br /> *For agencies: It is preferable for Officience to handle this itself as listed steps above. <br /> <br /> ===Step 4: Offer and Commencement===<br /> After receiving confirmation on new hire via email, HR will prepare the offer with the organized template. The following information must be correct: <br /> *Date created the offer<br /> *Name of the selected candidate<br /> *Title<br /> *Cluster<br /> *Type of contract<br /> *Starting date<br /> *Working place (either Le Hong Phong or Phan Dang Luu)<br /> *Monthly salary<br /> *% of available<br /> *Working time<br /> *Other benefits if any<br /> <br /> HR contact the selected candidate to deal the offer and wait for confirmation.<br /> <br /> After receiving candidate’s acceptance on the offer, HR will input Offy-list, then submit e-ticket to ITS for newcomer’s offy account activation (cc relevant team members and hr@officience.com)<br /> <br /> ==Onboarding==<br /> <br /> '''First working day guidance'''<br /> <br /> On the first working day, the new staffs contact HR Department to complete the entry procedure:<br /> *Provide required documents & information for HR4YOU<br /> *Probation contract signature<br /> *Lunch registration signature<br /> *Commitment to confidentiality of information signature<br /> <br /> '''First Day:'''<br /> <br /> * HR introduce and guide G+, email, HR4U to new employees<br /> *Tour visit Offyplex <br /> *HR take picture profile of new employees and post on G+ for introduction <br /> *HR and CE (Nam Phuong) meet, get to know and answer any newcomer’s concern about the company.<br /> *HR leads newcomer to their team<br /> <br /> At the Desktop: First, run PC, activate email/change password, activate Google+ account.<br /> *The team leader instructs the basic operations before performing the task.<br /> *The new employees complete the HR administrative: parking motorbike registration and fingerprint registration<br /> *HR close recruitment process.<br /> <br /> == Reference ==<br /> * [https://docs.google.com/document/d/19aOBzLTOH7uV9ZyhpIcEJrDYb9XjmviqjHCUk06RDUQ Recruitment Process] (Google Document by Bao Phuong DOAN TRAN)<br /> * [[Security]]</div>

Cpd https://wiki.officience.com/index.php?title=Exit_Process&diff=930 Exit Process 2018-12-01T02:59:29Z

<p>Cpd: </p> <hr /> <div>[[File:The-great-escape.jpg]]<br /> <br /> In October 2018, Duy Khang NGUYEN and Thanh Tam TRAN reviewed and updated an Exit Process established long time ago by IT Support team to manage accounts and data related to leaving employees to ensure [[Security]] concerns were properly addressed. This version introduced earlier step (as "Step 0") from HR side. <br /> <br /> ==Step 0: Identification & resolution of problems==<br /> Informal discussion between influencers, team members, team leader, and HR.<br /> <br /> ==Step 1: Official resignation==<br /> *Staff sends resignation to HR (if resignation only sent to influencers or team leaders, they forward to HR if needed)<br /> *HR acknowledges the resignation, acknowledges normal exit date, reminds the applicable legislation (penalty in case of a unilateral decision and/or in case notice period not honored), and requires validation from ITS, HR, accountants, team leaders. <br /> *Use the form attached <br /> <br /> ==Step 2: Exit process==<br /> Within 2 weeks of resignation date, and if no other decision:<br /> <br /> <br /> HR launches the exit process (email sent to staff, a procedure with Social Security), the resigned employee must:<br /> *Fulfill the resignation letter<br /> *Give Health Insurance card and one ID card copy (non-notarized) to HR. For non-Vietnamese, give the Residence card & work permit to HR if any.<br /> *Give back the PVI Card + brochure (if any)<br /> *Provide 1 copy of identity card <br /> *Give the Parking Card back to GS<br /> In case there is no validation by ITS, HR, accountants, team leaders, the resignation will be considered as a unilateral decision, hence penalty applied.<br /> Team leaders/ influencers inform HR about successor’s name/temporary contact point, about exit date (if different than normal)<br /> <br /> ==Step 4: Organize Transfer==<br /> ===4.1 Local system and Officience accounts===<br /> *HR update Offylist (attached contains personal information with limited sharing)<br /> *Ensure that any access to local IT systems and accounts funded locally are terminated by ITS<br /> <br /> ===4.2 Network and hard drive files===<br /> The team leader is to ensure that work-related files are to be copied, transferred properly <br /> <br /> ===4.3 Corporate equipment===<br /> All Officience’s hardware and software assigned or loaned to the employee to be returned to the workplace. For example, items such as:<br /> *computer, terminal and/or laptop<br /> *phone/tablet<br /> *software programs, discs, and licenses.<br /> ITS Department makes sure that all the equipment are given back to the workplace before signing in the resignation checklist of the employee.<br /> <br /> ===4.4 Email account transfer===<br /> *HR is updating “Off-list”, IT receive notification of the change. <br /> *By 6:00 pm of exit date, ITS changes email password and send it to HR confidential staff.<br /> *HR confidential staff sets vacation responder with below content:<br /> <br /> Hello,<br /> Thanks for your email. I am not working at Officience anymore starting from...[exit date].<br /> For professional subjects, please contact Mr/Ms... [name of the successor or temporary contact point]: … [email]. I am certain [he/she] will take very good care of you.<br /> Best regards,<br /> [Name of exit staff]<br /> <br /> Should we suspend the account?<br /> (+) Clearer who is still here or not. <br /> (+) Easier to delete after the period.<br /> (−) The sender receives daemon-mailer.<br /> <br /> Should we set up auto-forward? <br /> (+) Successor receives messages from robots.<br /> (−) Need the account to still be active.<br /> <br /> ===4.5 Open/Re-open account===<br /> If request from the (top) influencers, team lead that employee account needs to open/re-open for transfer:<br /> *Inform to HR with the duration of keeping the account.<br /> *HR update “Offylist” with the date of closing the account<br /> *Open/Re-open request/ email/ ticket send to ITS (include purpose and duration)<br /> *ITS open/reopen as requested.<br /> *HR to follow and to inform IT to close the account at the closing date no later than 3 business days. <br /> <br /> ===4.6 Suspend/Delete account===<br /> ITS will decide to: <br /> *keep and renew the account every 2 months for all (Default)<br /> *keep and renew the account every 6 months for team leaders*<br /> *keep for forever if Head of BU or equivalent<br /> *follow the special requirement by team*<br /> <br /> ' *The team must define as clearly as possible timeframe, and action plan during and after the deadline (Delete Auto, Delete with check, Backup)<br /> <br /> ITS will decide whether to keep or delete accounts depending on the number of active accounts<br /> Should we backup data?<br /> Yes. Using Pop.<br /> <br /> Should we transfer data ownership to?<br /> The transfer must be done right after receiving the resignation letter.<br /> <br /> Account deletion<br /> Employee’s Google data will transfer to drive.backup@officience.com if no further special request.<br /> <br /> {| class="wikitable"<br /> |-<br /> ! Action !! Staff !! Team leader !! Cluster leader<br /> |-<br /> | 1. Backup data || On last day || On last day || On last day<br /> |-<br /> | 2. Change the password / Set Auto Reply / Set Forward to successor<br /> || || On last day || On last day<br /> |-<br /> | 3. Suspend account || On last day || After 6 month || After 6 month<br /> |-<br /> | 4. Delete account & data || After 2 months || After 1 year || Never<br /> |}<br /> <br /> <br /> == Reference==<br /> <br /> *[https://docs.google.com/document/d/14nJ52R8ijy7Dn3kjTo7gEMRPDFLNzyvPTZvcTWFJozg/ Exit Process] (Google Document by Duy Khanh NGUYEN)<br /> *[[Security]]</div>

Cpd https://wiki.officience.com/index.php?title=Exit_Process&diff=929 Exit Process 2018-12-01T02:58:50Z

<p>Cpd: </p> <hr /> <div>[[File:The-great-escape.jpg]]<br /> <br /> In October 2018, Duy Khang NGUYEN and Thanh Tam TRAN reviewed and updated an Exit Process established long time ago by IT Support team to manage accounts and data related to leaving employees to ensure [[Security]] concerns were properly addressed. This version introduced earlier step (as "Step 0") from HR side. <br /> <br /> ==Step 0: Identification & resolution of problems==<br /> Informal discussion between influencers, team members, team leader, and HR.<br /> <br /> ==Step 1: Official resignation==<br /> *Staff sends resignation to HR (if resignation only sent to influencers or team leaders, they forward to HR if needed)<br /> *HR acknowledges the resignation, acknowledges normal exit date, reminds the applicable legislation (penalty in case of a unilateral decision and/or in case notice period not honored), and requires validation from ITS, HR, accountants, team leaders. <br /> *Use the form attached <br /> <br /> ==Step 2: Exit process==<br /> Within 2 weeks of resignation date, and if no other decision:<br /> <br /> <br /> HR launches the exit process (email sent to staff, a procedure with Social Security), the resigned employee must:<br /> *Fulfill the resignation letter<br /> *Give Health Insurance card and one ID card copy (non-notarized) to HR. For non-Vietnamese, give the Residence card & work permit to HR if any.<br /> *Give back the PVI Card + brochure (if any)<br /> *Provide 1 copy of identity card <br /> *Give the Parking Card back to GS<br /> In case there is no validation by ITS, HR, accountants, team leaders, the resignation will be considered as a unilateral decision, hence penalty applied.<br /> Team leaders/ influencers inform HR about successor’s name/temporary contact point, about exit date (if different than normal)<br /> <br /> ==Step 4: Organize Transfer==<br /> ===4.1 Local system and Officience accounts===<br /> *HR update Offylist (attached contains personal information with limited sharing)<br /> *Ensure that any access to local IT systems and accounts funded locally are terminated by ITS<br /> <br /> ===4.2 Network and hard drive files===<br /> The team leader is to ensure that work-related files are to be copied, transferred properly <br /> <br /> ===4.3 Corporate equipment===<br /> All Officience’s hardware and software assigned or loaned to the employee to be returned to the workplace. For example, items such as:<br /> *computer, terminal and/or laptop<br /> *phone/tablet<br /> *software programs, discs, and licenses.<br /> ITS Department makes sure that all the equipment are given back to the workplace before signing in the resignation checklist of the employee.<br /> <br /> ===4.4 Email account transfer===<br /> *HR is updating “Off-list”, IT receive notification of the change. <br /> *By 6:00 pm of exit date, ITS changes email password and send it to HR confidential staff.<br /> *HR confidential staff sets vacation responder with below content:<br /> <br /> Hello,<br /> Thanks for your email. I am not working at Officience anymore starting from...[exit date].<br /> For professional subjects, please contact Mr/Ms... [name of the successor or temporary contact point]: … [email]. I am certain [he/she] will take very good care of you.<br /> Best regards,<br /> [Name of exit staff]<br /> <br /> Should we suspend the account?<br /> (+) Clearer who is still here or not. <br /> (+) Easier to delete after the period.<br /> (−) The sender receives daemon-mailer.<br /> <br /> Should we set up auto-forward? <br /> (+) Successor receives messages from robots.<br /> (−) Need the account to still be active.<br /> <br /> ===4.5 Open/Re-open account===<br /> If request from the (top) influencers, team lead that employee account needs to open/re-open for transfer:<br /> *Inform to HR with the duration of keeping the account.<br /> *HR update “Offylist” with the date of closing the account<br /> *Open/Re-open request/ email/ ticket send to ITS (include purpose and duration)<br /> *ITS open/reopen as requested.<br /> *HR to follow and to inform IT to close the account at the closing date no later than 3 business days. <br /> <br /> ===4.6 Suspend/Delete account===<br /> ITS will decide to: <br /> *keep and renew the account every 2 months for all (Default)<br /> *keep and renew the account every 6 months for team leaders*<br /> *keep for forever if Head of BU or equivalent<br /> *follow the special requirement by team*<br /> <br /> ' *The team must define as clearly as possible timeframe, and action plan during and after the deadline (Delete Auto, Delete with check, Backup)<br /> <br /> ITS will decide whether to keep or delete accounts depending on the number of active accounts<br /> Should we backup data?<br /> Yes. Using Pop.<br /> <br /> Should we transfer data ownership to?<br /> The transfer must be done right after receiving the resignation letter.<br /> <br /> Account deletion<br /> Employee’s Google data will transfer to drive.backup@officience.com if no further special request.<br /> <br /> {| class="wikitable"<br /> |-<br /> ! Action !! Staff !! Team leader !! Cluster leader<br /> |-<br /> | 1. Backup data || On last day || On last day || On last day<br /> |-<br /> | 2. Change the password / Set Auto Reply / Set Forward to successor<br /> || || On last day || On last day<br /> |-<br /> | 3. Suspend account || On last day || After 6 month || After 6 month<br /> |-<br /> | 4. Delete account & data || After 2 months || After 1 year || Never<br /> |}<br /> <br /> <br /> == Reference==<br /> <br /> [https://docs.google.com/document/d/14nJ52R8ijy7Dn3kjTo7gEMRPDFLNzyvPTZvcTWFJozg/ Exit Process] (Google Document by Duy Khanh NGUYEN)</div>

Cpd https://wiki.officience.com/index.php?title=Recruitment_Process&diff=928 Recruitment Process 2018-12-01T02:56:18Z

<p>Cpd: </p> <hr /> <div>[[File:Never say never again.jpg]]<br /> <br /> In October 2018, Bao Phuong DOAN TRAN updated Officience Recruitment Process with support of Huy Khang NGUYEN, Thanh Tam TRAN, Thuy Duong NGUYEN THAI with particular concern on [[Security]].<br /> <br /> <br /> ==Recruitment==<br /> <br /> ===Step 1: Create Recruitment Request===<br /> To create a new recruitment request, the team engager should send an email to hr@offcience.com or specific recruiter’s mail. The content should include: <br /> *Name of cluster<br /> *Role<br /> *Level (fresher/ junior/ senior)<br /> *Number of vacancies to fill<br /> *Specific note that HR should keep in mind while hiring (if any)<br /> *Salary range applied for the position <br /> *Relating JD <br /> <br /> In case newcomer fails the probation, no need to make a new request, just ask for a replacement.<br /> <br /> ===Step 2: Post Job Ads===<br /> *If self posting job ads: <br /> Post the JD to the recruitment sites (i.e. Vietnamworks, ITViec, Facebook, Jobstreet, forums, Linkedin etc.) and wait for applications.<br /> *If using headhunt agencies:<br /> Send JD to headhunt agencies & let them manage the searching process<br /> <br /> ===Step 3: Shortlist and Interview===<br /> ====Regarding direct applications====<br /> *HR screen, shortlist & forward CVs to the team for final selection for F2F interview.<br /> *HR contact & schedule interview in accordance with the Interviewer(s)’ availability and acceptance. <br /> <br /> For IT Craft, HR will test English via phone before setting the interview. If the level is below job requirements, then reject. <br /> For other clusters, HR set up the interview as requested. <br /> <br /> ===Regarding using headhunt agencies:===<br /> *HR contact agencies for new candidate pool.<br /> *HR & team select profiles sent by agencies, confirm and join the interview.<br /> *Officience side selects the suitable candidate and sends a confirmation to headhunt agencies to deal. <br /> <br /> ====Regarding resume searching:====<br /> *HR or team look up for the potential candidate on recruitment site’s online database<br /> *HR contact, send JD and share overview about Officience and the job<br /> *Wait for candidate’s confirmation on application<br /> *Set interview as usual<br /> <br /> '''Note:'''<br /> *HR join interviews for the better understanding of the team’s current needs as well as the candidate’s attitude. <br /> *If there is a technical test, it should be carried out at the beginning of the interview.<br /> *In case there is the final interview with the Client, the interview should be carried out via Skype or at Offyplex on Client’s visit.<br /> *After the final round, the interviewer(s) send feedback (Reject - Offer - Keep in touch - Technical feedback) to HR via email within at most 02 weeks from the first interview date. Otherwise, HR will decline candidate automatically. <br /> <br /> The confirmation on offer should include: <br /> *Name of the selected candidate<br /> *Cluster<br /> *Position<br /> *Salary offer <br /> *Starting date<br /> *Specific note (if any)<br /> <br /> ===SCANNING BACKGROUND FOR THE IMPORTANT POSITION.===<br /> *For direct application: <br /> Call people in the reference list, clarify if the answers from two sides are the same, take note, review with the relevant team in Offy<br /> What we need to clarify include: current job or already quit, daily tasks, the relationship between their work, performance at work, strengths/weaknesses, achievements, feelings/opinions of that referrer for the candidate <br /> *For agencies: It is preferable for Officience to handle this itself as listed steps above. <br /> <br /> ===Step 4: Offer and Commencement===<br /> After receiving confirmation on new hire via email, HR will prepare the offer with the organized template. The following information must be correct: <br /> *Date created the offer<br /> *Name of the selected candidate<br /> *Title<br /> *Cluster<br /> *Type of contract<br /> *Starting date<br /> *Working place (either Le Hong Phong or Phan Dang Luu)<br /> *Monthly salary<br /> *% of available<br /> *Working time<br /> *Other benefits if any<br /> <br /> HR contact the selected candidate to deal the offer and wait for confirmation.<br /> <br /> After receiving candidate’s acceptance on the offer, HR will input Offy-list, then submit e-ticket to ITS for newcomer’s offy account activation (cc relevant team members and hr@officience.com)<br /> <br /> ==Onboarding==<br /> <br /> '''First working day guidance'''<br /> <br /> On the first working day, the new staffs contact HR Department to complete the entry procedure:<br /> *Provide required documents & information for HR4YOU<br /> *Probation contract signature<br /> *Lunch registration signature<br /> *Commitment to confidentiality of information signature<br /> <br /> '''First Day:'''<br /> <br /> * HR introduce and guide G+, email, HR4U to new employees<br /> *Tour visit Offyplex <br /> *HR take picture profile of new employees and post on G+ for introduction <br /> *HR and CE (Nam Phuong) meet, get to know and answer any newcomer’s concern about the company.<br /> *HR leads newcomer to their team<br /> <br /> At the Desktop: First, run PC, activate email/change password, activate Google+ account.<br /> *The team leader instructs the basic operations before performing the task.<br /> *The new employees complete the HR administrative: parking motorbike registration and fingerprint registration<br /> *HR close recruitment process.<br /> <br /> == Reference ==<br /> [https://docs.google.com/document/d/19aOBzLTOH7uV9ZyhpIcEJrDYb9XjmviqjHCUk06RDUQ Recruitment Process] (Google Document by Bao Phuong DOAN TRAN)</div>

Cpd https://wiki.officience.com/index.php?title=Exit_Process&diff=927 Exit Process 2018-12-01T02:41:26Z

<p>Cpd: Created page with "File:The-great-escape.jpg In October 2018, Duy Khang NGUYEN and Thanh Tam TRAN reviewed and updated an Exit Process established long time ago by IT Support team to manage..."</p> <hr /> <div>[[File:The-great-escape.jpg]]<br /> <br /> In October 2018, Duy Khang NGUYEN and Thanh Tam TRAN reviewed and updated an Exit Process established long time ago by IT Support team to manage accounts and data related to leaving employees. This version introduced earlier step (as "Step 0") from HR side. <br /> <br /> ==Step 0: Identification & resolution of problems==<br /> Informal discussion between influencers, team members, team leader, and HR.<br /> <br /> ==Step 1: Official resignation==<br /> *Staff sends resignation to HR (if resignation only sent to influencers or team leaders, they forward to HR if needed)<br /> *HR acknowledges the resignation, acknowledges normal exit date, reminds the applicable legislation (penalty in case of a unilateral decision and/or in case notice period not honored), and requires validation from ITS, HR, accountants, team leaders. <br /> *Use the form attached <br /> <br /> ==Step 2: Exit process==<br /> Within 2 weeks of resignation date, and if no other decision:<br /> <br /> <br /> HR launches the exit process (email sent to staff, a procedure with Social Security), the resigned employee must:<br /> *Fulfill the resignation letter<br /> *Give Health Insurance card and one ID card copy (non-notarized) to HR. For non-Vietnamese, give the Residence card & work permit to HR if any.<br /> *Give back the PVI Card + brochure (if any)<br /> *Provide 1 copy of identity card <br /> *Give the Parking Card back to GS<br /> In case there is no validation by ITS, HR, accountants, team leaders, the resignation will be considered as a unilateral decision, hence penalty applied.<br /> Team leaders/ influencers inform HR about successor’s name/temporary contact point, about exit date (if different than normal)<br /> <br /> ==Step 4: Organize Transfer==<br /> ===4.1 Local system and Officience accounts===<br /> *HR update Offylist (attached contains personal information with limited sharing)<br /> *Ensure that any access to local IT systems and accounts funded locally are terminated by ITS<br /> <br /> ===4.2 Network and hard drive files===<br /> The team leader is to ensure that work-related files are to be copied, transferred properly <br /> <br /> ===4.3 Corporate equipment===<br /> All Officience’s hardware and software assigned or loaned to the employee to be returned to the workplace. For example, items such as:<br /> *computer, terminal and/or laptop<br /> *phone/tablet<br /> *software programs, discs, and licenses.<br /> ITS Department makes sure that all the equipment are given back to the workplace before signing in the resignation checklist of the employee.<br /> <br /> ===4.4 Email account transfer===<br /> *HR is updating “Off-list”, IT receive notification of the change. <br /> *By 6:00 pm of exit date, ITS changes email password and send it to HR confidential staff.<br /> *HR confidential staff sets vacation responder with below content:<br /> <br /> Hello,<br /> Thanks for your email. I am not working at Officience anymore starting from...[exit date].<br /> For professional subjects, please contact Mr/Ms... [name of the successor or temporary contact point]: … [email]. I am certain [he/she] will take very good care of you.<br /> Best regards,<br /> [Name of exit staff]<br /> <br /> Should we suspend the account?<br /> (+) Clearer who is still here or not. <br /> (+) Easier to delete after the period.<br /> (−) The sender receives daemon-mailer.<br /> <br /> Should we set up auto-forward? <br /> (+) Successor receives messages from robots.<br /> (−) Need the account to still be active.<br /> <br /> ===4.5 Open/Re-open account===<br /> If request from the (top) influencers, team lead that employee account needs to open/re-open for transfer:<br /> *Inform to HR with the duration of keeping the account.<br /> *HR update “Offylist” with the date of closing the account<br /> *Open/Re-open request/ email/ ticket send to ITS (include purpose and duration)<br /> *ITS open/reopen as requested.<br /> *HR to follow and to inform IT to close the account at the closing date no later than 3 business days. <br /> <br /> ===4.6 Suspend/Delete account===<br /> ITS will decide to: <br /> *keep and renew the account every 2 months for all (Default)<br /> *keep and renew the account every 6 months for team leaders*<br /> *keep for forever if Head of BU or equivalent<br /> *follow the special requirement by team*<br /> <br /> ' *The team must define as clearly as possible timeframe, and action plan during and after the deadline (Delete Auto, Delete with check, Backup)<br /> <br /> ITS will decide whether to keep or delete accounts depending on the number of active accounts<br /> Should we backup data?<br /> Yes. Using Pop.<br /> <br /> Should we transfer data ownership to?<br /> The transfer must be done right after receiving the resignation letter.<br /> <br /> Account deletion<br /> Employee’s Google data will transfer to drive.backup@officience.com if no further special request.<br /> <br /> {| class="wikitable"<br /> |-<br /> ! Action !! Staff !! Team leader !! Cluster leader<br /> |-<br /> | 1. Backup data || On last day || On last day || On last day<br /> |-<br /> | 2. Change the password / Set Auto Reply / Set Forward to successor<br /> || || On last day || On last day<br /> |-<br /> | 3. Suspend account || On last day || After 6 month || After 6 month<br /> |-<br /> | 4. Delete account & data || After 2 months || After 1 year || Never<br /> |}<br /> <br /> <br /> == Reference==<br /> <br /> [https://docs.google.com/document/d/14nJ52R8ijy7Dn3kjTo7gEMRPDFLNzyvPTZvcTWFJozg/ Exit Process] (Google Document by Duy Khanh NGUYEN)</div>

Cpd https://wiki.officience.com/index.php?title=File:The-great-escape.jpg&diff=926 File:The-great-escape.jpg 2018-12-01T02:40:33Z

<p>Cpd: The Great Escape (1963) directed by John Sturges, great music by Elmer Bernstein. Steve McQueen superstar status cemented by a great performance.</p> <hr /> <div>The Great Escape (1963) directed by John Sturges, great music by Elmer Bernstein. Steve McQueen superstar status cemented by a great performance.</div>

Cpd https://wiki.officience.com/index.php?title=Recruitment_Process&diff=925 Recruitment Process 2018-12-01T02:11:52Z

<p>Cpd: </p> <hr /> <div>[[File:Never say never again.jpg]]<br /> <br /> In October 2018, Bao Phuong DOAN TRAN updated Officience Recruitment Process with support of Huy Khang NGUYEN, Thanh Tam TRAN, Thuy Duong NGUYEN THAI.<br /> <br /> <br /> ==Recruitment==<br /> <br /> ===Step 1: Create Recruitment Request===<br /> To create a new recruitment request, the team engager should send an email to hr@offcience.com or specific recruiter’s mail. The content should include: <br /> *Name of cluster<br /> *Role<br /> *Level (fresher/ junior/ senior)<br /> *Number of vacancies to fill<br /> *Specific note that HR should keep in mind while hiring (if any)<br /> *Salary range applied for the position <br /> *Relating JD <br /> <br /> In case newcomer fails the probation, no need to make a new request, just ask for a replacement.<br /> <br /> ===Step 2: Post Job Ads===<br /> *If self posting job ads: <br /> Post the JD to the recruitment sites (i.e. Vietnamworks, ITViec, Facebook, Jobstreet, forums, Linkedin etc.) and wait for applications.<br /> *If using headhunt agencies:<br /> Send JD to headhunt agencies & let them manage the searching process<br /> <br /> ===Step 3: Shortlist and Interview===<br /> ====Regarding direct applications====<br /> *HR screen, shortlist & forward CVs to the team for final selection for F2F interview.<br /> *HR contact & schedule interview in accordance with the Interviewer(s)’ availability and acceptance. <br /> <br /> For IT Craft, HR will test English via phone before setting the interview. If the level is below job requirements, then reject. <br /> For other clusters, HR set up the interview as requested. <br /> <br /> ===Regarding using headhunt agencies:===<br /> *HR contact agencies for new candidate pool.<br /> *HR & team select profiles sent by agencies, confirm and join the interview.<br /> *Officience side selects the suitable candidate and sends a confirmation to headhunt agencies to deal. <br /> <br /> ====Regarding resume searching:====<br /> *HR or team look up for the potential candidate on recruitment site’s online database<br /> *HR contact, send JD and share overview about Officience and the job<br /> *Wait for candidate’s confirmation on application<br /> *Set interview as usual<br /> <br /> '''Note:'''<br /> *HR join interviews for the better understanding of the team’s current needs as well as the candidate’s attitude. <br /> *If there is a technical test, it should be carried out at the beginning of the interview.<br /> *In case there is the final interview with the Client, the interview should be carried out via Skype or at Offyplex on Client’s visit.<br /> *After the final round, the interviewer(s) send feedback (Reject - Offer - Keep in touch - Technical feedback) to HR via email within at most 02 weeks from the first interview date. Otherwise, HR will decline candidate automatically. <br /> <br /> The confirmation on offer should include: <br /> *Name of the selected candidate<br /> *Cluster<br /> *Position<br /> *Salary offer <br /> *Starting date<br /> *Specific note (if any)<br /> <br /> ===SCANNING BACKGROUND FOR THE IMPORTANT POSITION.===<br /> *For direct application: <br /> Call people in the reference list, clarify if the answers from two sides are the same, take note, review with the relevant team in Offy<br /> What we need to clarify include: current job or already quit, daily tasks, the relationship between their work, performance at work, strengths/weaknesses, achievements, feelings/opinions of that referrer for the candidate <br /> *For agencies: It is preferable for Officience to handle this itself as listed steps above. <br /> <br /> ===Step 4: Offer and Commencement===<br /> After receiving confirmation on new hire via email, HR will prepare the offer with the organized template. The following information must be correct: <br /> *Date created the offer<br /> *Name of the selected candidate<br /> *Title<br /> *Cluster<br /> *Type of contract<br /> *Starting date<br /> *Working place (either Le Hong Phong or Phan Dang Luu)<br /> *Monthly salary<br /> *% of available<br /> *Working time<br /> *Other benefits if any<br /> <br /> HR contact the selected candidate to deal the offer and wait for confirmation.<br /> <br /> After receiving candidate’s acceptance on the offer, HR will input Offy-list, then submit e-ticket to ITS for newcomer’s offy account activation (cc relevant team members and hr@officience.com)<br /> <br /> ==Onboarding==<br /> <br /> '''First working day guidance'''<br /> <br /> On the first working day, the new staffs contact HR Department to complete the entry procedure:<br /> *Provide required documents & information for HR4YOU<br /> *Probation contract signature<br /> *Lunch registration signature<br /> *Commitment to confidentiality of information signature<br /> <br /> '''First Day:'''<br /> <br /> * HR introduce and guide G+, email, HR4U to new employees<br /> *Tour visit Offyplex <br /> *HR take picture profile of new employees and post on G+ for introduction <br /> *HR and CE (Nam Phuong) meet, get to know and answer any newcomer’s concern about the company.<br /> *HR leads newcomer to their team<br /> <br /> At the Desktop: First, run PC, activate email/change password, activate Google+ account.<br /> *The team leader instructs the basic operations before performing the task.<br /> *The new employees complete the HR administrative: parking motorbike registration and fingerprint registration<br /> *HR close recruitment process.<br /> <br /> == Reference ==<br /> [https://docs.google.com/document/d/19aOBzLTOH7uV9ZyhpIcEJrDYb9XjmviqjHCUk06RDUQ Recruitment Process] (Google Document by Bao Phuong DOAN TRAN)</div>

Cpd https://wiki.officience.com/index.php?title=Recruitment_Process&diff=924 Recruitment Process 2018-12-01T02:08:29Z

<p>Cpd: Created page with "File:Never say never again.jpg In October 2018, Bao Phuong DOAN TRAN updated Officience Recruitment Process. ==Recruitment== ===Step 1: Create Recruitment Request=== T..."</p> <hr /> <div>[[File:Never say never again.jpg]]<br /> <br /> In October 2018, Bao Phuong DOAN TRAN updated Officience Recruitment Process.<br /> <br /> <br /> ==Recruitment==<br /> <br /> ===Step 1: Create Recruitment Request===<br /> To create a new recruitment request, the team engager should send an email to hr@offcience.com or specific recruiter’s mail. The content should include: <br /> *Name of cluster<br /> *Role<br /> *Level (fresher/ junior/ senior)<br /> *Number of vacancies to fill<br /> *Specific note that HR should keep in mind while hiring (if any)<br /> *Salary range applied for the position <br /> *Relating JD <br /> <br /> In case newcomer fails the probation, no need to make a new request, just ask for a replacement.<br /> <br /> ===Step 2: Post Job Ads===<br /> *If self posting job ads: <br /> Post the JD to the recruitment sites (i.e. Vietnamworks, ITViec, Facebook, Jobstreet, forums, Linkedin etc.) and wait for applications.<br /> *If using headhunt agencies:<br /> Send JD to headhunt agencies & let them manage the searching process<br /> <br /> ===Step 3: Shortlist and Interview===<br /> ====Regarding direct applications====<br /> *HR screen, shortlist & forward CVs to the team for final selection for F2F interview.<br /> *HR contact & schedule interview in accordance with the Interviewer(s)’ availability and acceptance. <br /> <br /> For IT Craft, HR will test English via phone before setting the interview. If the level is below job requirements, then reject. <br /> For other clusters, HR set up the interview as requested. <br /> <br /> ===Regarding using headhunt agencies:===<br /> *HR contact agencies for new candidate pool.<br /> *HR & team select profiles sent by agencies, confirm and join the interview.<br /> *Officience side selects the suitable candidate and sends a confirmation to headhunt agencies to deal. <br /> <br /> ====Regarding resume searching:====<br /> *HR or team look up for the potential candidate on recruitment site’s online database<br /> *HR contact, send JD and share overview about Officience and the job<br /> *Wait for candidate’s confirmation on application<br /> *Set interview as usual<br /> <br /> '''Note:'''<br /> *HR join interviews for the better understanding of the team’s current needs as well as the candidate’s attitude. <br /> *If there is a technical test, it should be carried out at the beginning of the interview.<br /> *In case there is the final interview with the Client, the interview should be carried out via Skype or at Offyplex on Client’s visit.<br /> *After the final round, the interviewer(s) send feedback (Reject - Offer - Keep in touch - Technical feedback) to HR via email within at most 02 weeks from the first interview date. Otherwise, HR will decline candidate automatically. <br /> <br /> The confirmation on offer should include: <br /> *Name of the selected candidate<br /> *Cluster<br /> *Position<br /> *Salary offer <br /> *Starting date<br /> *Specific note (if any)<br /> <br /> ===SCANNING BACKGROUND FOR THE IMPORTANT POSITION.===<br /> *For direct application: <br /> Call people in the reference list, clarify if the answers from two sides are the same, take note, review with the relevant team in Offy<br /> What we need to clarify include: current job or already quit, daily tasks, the relationship between their work, performance at work, strengths/weaknesses, achievements, feelings/opinions of that referrer for the candidate <br /> *For agencies: It is preferable for Officience to handle this itself as listed steps above. <br /> <br /> ===Step 4: Offer and Commencement===<br /> After receiving confirmation on new hire via email, HR will prepare the offer with the organized template. The following information must be correct: <br /> *Date created the offer<br /> *Name of the selected candidate<br /> *Title<br /> *Cluster<br /> *Type of contract<br /> *Starting date<br /> *Working place (either Le Hong Phong or Phan Dang Luu)<br /> *Monthly salary<br /> *% of available<br /> *Working time<br /> *Other benefits if any<br /> <br /> HR contact the selected candidate to deal the offer and wait for confirmation.<br /> <br /> After receiving candidate’s acceptance on the offer, HR will input Offy-list, then submit e-ticket to ITS for newcomer’s offy account activation (cc relevant team members and hr@officience.com)<br /> <br /> ==Onboarding==<br /> <br /> '''First working day guidance'''<br /> <br /> On the first working day, the new staffs contact HR Department to complete the entry procedure:<br /> *Provide required documents & information for HR4YOU<br /> *Probation contract signature<br /> *Lunch registration signature<br /> *Commitment to confidentiality of information signature<br /> <br /> '''First Day:'''<br /> <br /> * HR introduce and guide G+, email, HR4U to new employees<br /> *Tour visit Offyplex <br /> *HR take picture profile of new employees and post on G+ for introduction <br /> *HR and CE (Nam Phuong) meet, get to know and answer any newcomer’s concern about the company.<br /> *HR leads newcomer to their team<br /> <br /> At the Desktop: First, run PC, activate email/change password, activate Google+ account.<br /> *The team leader instructs the basic operations before performing the task.<br /> *The new employees complete the HR administrative: parking motorbike registration and fingerprint registration<br /> *HR close recruitment process.<br /> <br /> == Reference ==<br /> [https://docs.google.com/document/d/19aOBzLTOH7uV9ZyhpIcEJrDYb9XjmviqjHCUk06RDUQ Recruitment Process] (Google Document by Bao Phuong DOAN TRAN)</div>

Cpd https://wiki.officience.com/index.php?title=File:Never_say_never_again.jpg&diff=923 File:Never say never again.jpg 2018-12-01T02:06:08Z

<p>Cpd: Never Say Never again (1983), movie directed by Irvin Kershner with Sean Connery, Kim Bassinger.</p> <hr /> <div>Never Say Never again (1983), movie directed by Irvin Kershner with Sean Connery, Kim Bassinger.</div>

Cpd https://wiki.officience.com/index.php?title=Recruitment_Sharing&diff=922 Recruitment Sharing 2018-12-01T01:28:13Z

<p>Cpd: </p> <hr /> <div>See also [http://officience.com/|Offy site]<br /> Laptop Policy [[http://wiki.officience.com/Laptop_Policy]]<br /> <br /> == Recruitment Process ==<br /> === Job Posting ===<br /> ==== Social Network ====<br /> ==== Vietnamworks ====<br /> === CV screening ===<br /> <br /> == See Also ==<br /> [[Recruitment Process]]</div>

Cpd https://wiki.officience.com/index.php?title=Influencers&diff=909 Influencers 2018-08-29T05:32:45Z

<p>Cpd: </p> <hr /> <div>This article is a slug. Any contribution is welcome.<br /> <br /> [[File:To-have-the-least-unhappy.jpg|700px]]<br /> <br /> <br /> == Definition ==<br /> Decisions on compensation and benefits follow the Advice process. The impacted and experts people from whom you should take advice are your Influencers. Through your daily interactions on projects and at the coffee machine, you will be naturally exposed to their worldview, which will in turn become a part of your worldview. They know you better than anyone else in the organization, as much as you know them as well. <br /> <br /> You will have to make sure that your influencers fill the following roles:<br /> Life coach(es): he/they will guide you towards your Element<br /> Skills coach(es): he/they will support you on building up your skills (no kidding)<br /> Project coach(es): he/they will be the ones leading you on the project you choose<br /> Vision leader(s): he/they will constantly keep you on the right company vision track<br /> <br /> Aside from these chosen influencers you are under the de facto influence of the people you spend most time with. Through your daily interactions on projects and at the coffee machine, you will be naturally exposed to their worldview, which will in turn become a part of your worldview. They know you better than anyone else in the organization, as much as you know them as well. These people are your Proximity Influencers, and you also need to nominate them into Dinh.<br /> <br\><br /> Once you have identified them, you shall create a Hangout room with all your influencers, so that you can maintain a continuous conversation with them. Last but not least, whether proximity or spiritual influencers, the keywords of these relationships should be mutual trust, benevolence and respect.<br /> <br /> == The roles of influencers ==<br /> <br /> === Proximity Influencers ===<br /> The Proximity Influencers are the ones who know you best, who know what you delivered, what's your potential, what are your ambitions, and how far from your Element you are.<br /> <br /> === Spiritual Influencers ===<br /> The Spiritual Influencers are the ones who know best who you want to be, but also through their seniority and broad perspective on the organization, who will know the other compensations packages in the company, to ensure fairness across the board.<br /> <br /> == Senior influencers ==<br /> <br /> == How to set your inflencers on Dinh ==<br /> Thao Lan NGUYEN HOANG [https://plus.google.com/+ThaoLanNGUYENHOANG/posts/Wg3yt2KqD7s posted] :<br /> # Login to [https://dinh.officience.com/ Dinh] with your Officience mail<br /> # Click "The Offies" icon in the Homepage<br /> # Click "My profile & Skills" in the left menu sidebar<br /> # Click the button "Edit" on the top left corner of the main section.<br /> # There, you have the interface to set your spiritual and proximity influencers.<br /> # Finally, remember to hit "Save" button.<br /> <br /> == See Also ==<br /> * [[Influencer Graph]]<br /> * [[Ben Bot]]<br /> * [[Salary Review]]<br /> == References ==<br /> * [http://oindex.officience.com/influencer/ View Influencer Graph]</div>

Cpd https://wiki.officience.com/index.php?title=Are_you_a_Jerk_%3F&diff=904 Are you a Jerk ? 2018-05-25T02:45:33Z

<p>Cpd: </p> <hr /> <div>[[File:Superman identify me.jpg]]<br /> <br /> <br /> Tintri, a Silicon Valley data storage company that's growing at a rate of 140 percent a year, has a no-jerk rule. And on August 12, Tintri told me the nine tests it uses to make sure that it remains a jerk-free workplace.<br /> <br /> Are you a jerk? If an objective observer would answer yes to the following nine questions about your conduct, then the answer is yes!<br /> <br /> '''1. Do you try to get ahead through intimidation?'''<br /> <br /> Bullies are easy to identify because they get in your face when they talk and they are often very loud and aggressive. They do not back down when you disagree and they always need to have the last word.<br /> <br /> '''2. Do you pin the blame for your failure on someone else?'''<br /> <br /> Jerks excel at identifying those individuals associated with a project who have the weakest position in their department. And if a project fails, they are the first to recite all the reasons that weakling was to blame.<br /> <br /> '''3. Do you take credit for others' successes? '''<br /> <br /> Conversely, jerks spend more time than their peers in informal social events with those who have the power to promote them to a higher position. They spend much less time doing the work. If they are lucky enough to be a member of a department that is successful, the jerks take credit for that success with their newfound executive buddies.<br /> <br /> '''4. Do you always talk about how bad things are? '''<br /> <br /> The Debby Downers of the workplace are always fretting about any bad news that affects the company. If you spend time with them, these jerks will try to get you discouraged and to stop working hard. Maybe they can even convince you to quit so that there will be one fewer person around to compete for the big promotion.<br /> <br /> '''5. Do you push policies that benefit you or your department ahead of those that will help the company? '''<br /> <br /> Let's say you work in a startup that needs engineers to build its first product. Its jerk would be the head of sales who fights tooth and nail to use the startup's scarce capital to hire more sales people even though the startup does not have a product that's ready to be sold.<br /> <br /> '''6. Do you withhold critical information to make your rivals look bad? '''<br /> <br /> The jerk wants his boss's job. He is about to join her in a meeting to present the department's budget to the CEO. Once the CEO smiles after she presents the big sales forecast, the jerk lets it slip that the numbers are wrong because he just got an email that the department's biggest customer is canceling its contract.<br /> <br /> '''7. Do you say no when people ask you to help? '''<br /> <br /> This is a pretty self-explanatory sign that you are jerk.<br /> <br /> '''8. Do you practice vice while preaching virtue? '''<br /> <br /> Hypocrisy can buy jerks time. After all, if for a little while they talk about how important it is to be humble and put the company's interests ahead of their own, then they will be able to pursue their own selfish ends without suspicion.<br /> <br /> '''9. Do you try to block progress by complicating a simple solution? '''<br /> <br /> Finally, a true jerk will talk about how much she wants to help with a project. But that will be the smoke screen that hides her true intent--which is to sabotage the project by making it so complex that it really can't be done at all.<br /> <br /> If you pass any of these tests, you will fail to get a job at Tintri. And I hope to steer clear of any organization that would employ you.<br /> <br /> == Reference==<br /> [https://www.inc.com/peter-cohan/9-tests-that-tell-if-you-re-a-jerk.html 9 tests that tell if you're a jerk (By Peter Cohanfounder, Peter S. Cohan & Associates)]</div>

Cpd https://wiki.officience.com/index.php?title=Are_you_a_Jerk_%3F&diff=903 Are you a Jerk ? 2018-05-25T02:41:31Z

<p>Cpd: Created page with "File:Superman identify me.jpg Tintri, a Silicon Valley data storage company that's growing at a rate of 140 percent a year, has a no-jerk rule. And on August 12, Tintri..."</p> <hr /> <div>[[File:Superman identify me.jpg]]<br /> <br /> <br /> Tintri, a Silicon Valley data storage company that's growing at a rate of 140 percent a year, has a no-jerk rule. And on August 12, Tintri told me the nine tests it uses to make sure that it remains a jerk-free workplace.<br /> <br /> Are you a jerk? If an objective observer would answer yes to the following nine questions about your conduct, then the answer is yes!<br /> <br /> === Do you try to get ahead through intimidation? ===<br /> <br /> Bullies are easy to identify because they get in your face when they talk and they are often very loud and aggressive. They do not back down when you disagree and they always need to have the last word.<br /> <br /> === Do you pin the blame for your failure on someone else? ===<br /> <br /> Jerks excel at identifying those individuals associated with a project who have the weakest position in their department. And if a project fails, they are the first to recite all the reasons that weakling was to blame.<br /> <br /> === Do you take credit for others' successes? ===<br /> <br /> Conversely, jerks spend more time than their peers in informal social events with those who have the power to promote them to a higher position. They spend much less time doing the work. If they are lucky enough to be a member of a department that is successful, the jerks take credit for that success with their newfound executive buddies.<br /> <br /> === Do you always talk about how bad things are? ===<br /> <br /> The Debby Downers of the workplace are always fretting about any bad news that affects the company. If you spend time with them, these jerks will try to get you discouraged and to stop working hard. Maybe they can even convince you to quit so that there will be one fewer person around to compete for the big promotion.<br /> <br /> === Do you push policies that benefit you or your department ahead of those that will help the company? ===<br /> <br /> Let's say you work in a startup that needs engineers to build its first product. Its jerk would be the head of sales who fights tooth and nail to use the startup's scarce capital to hire more sales people even though the startup does not have a product that's ready to be sold.<br /> <br /> === Do you withhold critical information to make your rivals look bad? ===<br /> <br /> The jerk wants his boss's job. He is about to join her in a meeting to present the department's budget to the CEO. Once the CEO smiles after she presents the big sales forecast, the jerk lets it slip that the numbers are wrong because he just got an email that the department's biggest customer is canceling its contract.<br /> <br /> === Do you say no when people ask you to help? ===<br /> <br /> This is a pretty self-explanatory sign that you are jerk.<br /> <br /> === Do you practice vice while preaching virtue? ===<br /> <br /> Hypocrisy can buy jerks time. After all, if for a little while they talk about how important it is to be humble and put the company's interests ahead of their own, then they will be able to pursue their own selfish ends without suspicion.<br /> <br /> === Do you try to block progress by complicating a simple solution? ===<br /> <br /> Finally, a true jerk will talk about how much she wants to help with a project. But that will be the smoke screen that hides her true intent--which is to sabotage the project by making it so complex that it really can't be done at all.<br /> <br /> If you pass any of these tests, you will fail to get a job at Tintri. And I hope to steer clear of any organization that would employ you.<br /> <br /> == Reference==<br /> [https://www.inc.com/peter-cohan/9-tests-that-tell-if-you-re-a-jerk.html 9 tests that tell if you're a jerk (By Peter Cohanfounder, Peter S. Cohan & Associates)]</div>

Cpd https://wiki.officience.com/index.php?title=File:Superman_identify_me.jpg&diff=902 File:Superman identify me.jpg 2018-05-25T02:41:05Z

<p>Cpd: Cpd uploaded a new version of File:Superman identify me.jpg</p> <hr /> <div>Superman ! Identify me !</div>

Cpd https://wiki.officience.com/index.php?title=File:Superman_identify_me.jpg&diff=901 File:Superman identify me.jpg 2018-05-25T02:32:59Z

<p>Cpd: Superman ! Identify me !</p> <hr /> <div>Superman ! Identify me !</div>

Cpd https://wiki.officience.com/index.php?title=CRM&diff=900 CRM 2018-04-24T23:46:45Z

<p>Cpd: </p> <hr /> <div>[[File:You are a pretty good sales rep.png]]<br /> <br /> Customer Relationship Management is often referred as '''CRM'''.<br /> CRM can also refers to the CRM software like Salesforce.<br /> <br /> Officience was introduced to Salesforce as CRM in 2009 (very impressive sales organisation through webinar, invitation to product demo in their great offices in Singapore, very engaging and welcoming professional people) and Officience Sales team adopted Salesforce as our CRM in 2011. <br /> <br /> After few years, Officience migrated to OpenERP (now ODOO) CRM module. All offies have visibility on Engagement in [[Dinh - Engagement|Dinh]].<br /> Charlotte GOVIN made study.<br /> <br /> In 2018, questions to have Officience CRM raised again as Dinh is aging.<br /> To start brainstorming about the subject, Cao Phong DUONG made presentation "[https://docs.google.com/presentation/d/1jUKO_IhlhUOxlkhAdCDE-NM_g9iS1EkalEBbD8walvs/edit?usp=sharing Design Me a CRM]" to graphic designers and front-end members.<br /> <br /> == See also ==<br /> * [[Dinh]]<br /> * [[Dinh - Engagement]]<br /> * [https://drive.google.com/file/d/0BwLcufOdOYUCa3VScUV2NFVUX0E/ Migration CRM (July 2012) by Charlotte GOVIN]<br /> * [https://docs.google.com/presentation/d/1jUKO_IhlhUOxlkhAdCDE-NM_g9iS1EkalEBbD8walvs/edit?usp=sharing Design Me a CRM - Engage in 2018. Dinh vs. the world] (Presentation by Cao Phong DUONG, Apr 2018)</div>

Cpd https://wiki.officience.com/index.php?title=Dinh_-_Engagement&diff=899 Dinh - Engagement 2018-04-24T23:45:51Z

<p>Cpd: </p> <hr /> <div>In 2012, Sales & Marketing Department switched from Salesforce.com to OpenERP platform (See [[Dinh]]).<br /> <br /> Charlotte GOVIN made research for the team.<br /> <br /> [https://drive.google.com/file/d/0BwLcufOdOYUCa3VScUV2NFVUX0E/ Migration CRM (July 2012) by Charlotte GOVIN]<br /> <br /> == See also ==<br /> * [[Dinh]]<br /> * [[CRM]]<br /> * [https://docs.google.com/document/d/1CWGL7vw-F8cloY2qNc55GFsSST6ievvZcwNG9S_QxRs Engagement on Dinh - Guideline] (by Xuan Lap DANG, Oct 2015)</div>

Cpd https://wiki.officience.com/index.php?title=CRM&diff=898 CRM 2018-04-24T23:10:15Z

<p>Cpd: </p> <hr /> <div>[[File:You are a pretty good sales rep.png]]<br /> <br /> Customer Relationship Management is often referred as '''CRM'''.<br /> CRM can also refers to the CRM software like Salesforce.<br /> <br /> Officience was introduced to Salesforce as CRM in 2009 (very impressive sales organisation through webinar, invitation to product demo in their great offices in Singapore, very engaging and welcoming professional people) and Officience Sales team adopted Salesforce as our CRM in 2011. <br /> <br /> After few years, Officience migrated to OpenERP (now ODOO) CRM module. All offies have visibility on Engagement in [[Dinh - Engagement|Dinh]].<br /> Charlotte GOVIN made study.<br /> <br /> In 2018, questions to have Officience CRM raised again as Dinh is aging.<br /> To start brainstorming about the subject, Cao Phong DUONG made presentation "[https://docs.google.com/presentation/d/1jUKO_IhlhUOxlkhAdCDE-NM_g9iS1EkalEBbD8walvs/edit?usp=sharing Design Me a CRM]" to graphic designers and front-end members.<br /> <br /> == See also ==<br /> * [[Dinh]]<br /> * [[Dinh - Engagement]]<br /> * [https://docs.google.com/presentation/d/1jUKO_IhlhUOxlkhAdCDE-NM_g9iS1EkalEBbD8walvs/edit?usp=sharing Design Me a CRM - Engage in 2018. Dinh vs. the world] (Presentation by Cao Phong DUONG, Apr 2018)</div>

Cpd https://wiki.officience.com/index.php?title=CRM&diff=897 CRM 2018-04-24T23:07:47Z

<p>Cpd: </p> <hr /> <div>[[File:You are a pretty good sales rep.png]]<br /> <br /> Customer Relationship Management is often referred as '''CRM'''.<br /> CRM can also refers to the CRM software like Salesforce.<br /> <br /> Officience was introduced to Salesforce as CRM in 2009 (very impressive sales organisation through webinar, invitation to product demo in their great offices in Singapore, very engaging and welcoming professional people) and Officience Sales team adopted Salesforce as our CRM in 2011. <br /> <br /> After few years, Officience migrated to OpenERP (now ODOO) CRM module. All offies have visibility on Engagement in [[Dinh - Engagement|Dinh]].<br /> Charlotte GOVIN made study.<br /> <br /> In 2018, questions to have Officience CRM raised again as Dinh - Engagement module is aging.<br /> After studying numerous CRM on the market, Cao Phong DUONG made presentation "[https://docs.google.com/presentation/d/1jUKO_IhlhUOxlkhAdCDE-NM_g9iS1EkalEBbD8walvs/edit?usp=sharing Design Me a CRM]" to graphic designers and front-end members to start brainstorming about the subject.<br /> <br /> <br /> == See also ==<br /> * [[Dinh]]<br /> * [[Dinh - Engagement]]<br /> * [https://docs.google.com/presentation/d/1jUKO_IhlhUOxlkhAdCDE-NM_g9iS1EkalEBbD8walvs/edit?usp=sharing Design Me a CRM - Engage in 2018. Dinh vs. the world] (Presentation by Cao Phong DUONG, Apr 2018)</div>

Cpd https://wiki.officience.com/index.php?title=File:You_are_a_pretty_good_sales_rep.png&diff=896 File:You are a pretty good sales rep.png 2018-04-24T23:06:59Z

<p>Cpd: You are a pretty good sales rep, except for the nine times you called me 'wallet' instead of 'walter'. Glasbergen</p> <hr /> <div>You are a pretty good sales rep, except for the nine times you called me 'wallet' instead of 'walter'. Glasbergen</div>

Cpd https://wiki.officience.com/index.php?title=CRM&diff=895 CRM 2018-04-24T22:51:57Z

<p>Cpd: Created page with "Customer Relationship Management is often referred as '''CRM'''. CRM can also refers to the CRM software like Salesforce. Officience was introduced to Salesforce as CRM in 20..."</p> <hr /> <div>Customer Relationship Management is often referred as '''CRM'''.<br /> CRM can also refers to the CRM software like Salesforce.<br /> <br /> Officience was introduced to Salesforce as CRM in 2009 (very impressive sales organisation through webinar, invitation to product demo in their great offices in Singapore, very engaging and welcoming professional people) and Officience Sales team adopted Salesforce as our CRM in 2011. <br /> <br /> After few years, Officience migrated to OpenERP (now ODOO) CRM module. All offies have visibility on Engagement in [[Dinh - Engagement|Dinh]].<br /> Charlotte GOVIN made study.<br /> <br /> In 2018, questions to have Officience CRM raised again as Dinh - Engagement module is aging.<br /> After studying numerous CRM on the market, Cao Phong DUONG made presentation "[https://docs.google.com/presentation/d/1jUKO_IhlhUOxlkhAdCDE-NM_g9iS1EkalEBbD8walvs/edit?usp=sharing Design Me a CRM]" to graphic designers and front-end members to start brainstorming about the subject.<br /> <br /> <br /> == See also ==<br /> * [[Dinh]]<br /> * [[Dinh - Engagement]]<br /> * [https://docs.google.com/presentation/d/1jUKO_IhlhUOxlkhAdCDE-NM_g9iS1EkalEBbD8walvs/edit?usp=sharing Design Me a CRM - Engage in 2018. Dinh vs. the world] (Presentation by Cao Phong DUONG, Apr 2018)</div>

Cpd https://wiki.officience.com/index.php?title=Dinh_-_Engagement&diff=894 Dinh - Engagement 2018-04-20T00:05:01Z

<p>Cpd: </p> <hr /> <div>In 2012, Sales & Marketing Department switched from Salesforce.com to OpenERP platform (See [[Dinh]]).<br /> <br /> Charlotte GOVIN made research for the team.<br /> <br /> [https://drive.google.com/file/d/0BwLcufOdOYUCa3VScUV2NFVUX0E/ Migration CRM (July 2012) by Charlotte GOVIN]<br /> <br /> == See also ==<br /> * [[Dinh]]<br /> * [https://docs.google.com/document/d/1CWGL7vw-F8cloY2qNc55GFsSST6ievvZcwNG9S_QxRs Engagement on Dinh - Guideline] (by Xuan Lap DANG, Oct 2015)</div>

Cpd https://wiki.officience.com/index.php?title=Dinh&diff=893 Dinh 2018-04-19T23:59:31Z

<p>Cpd: </p> <hr /> <div>[[File:Back to the Future 1985.png]]<br /> <br /> <br /> '''Dinh''' (pronounced as Đình in Vietnamese) is Officience ERP platform.<BR> <br /> It is based on ODOO (formerly known as Open-ERP), a open-sourceplatform using postgreSQL/Python.<br /> <br /> '''Dinh's objectives are to facilitate :'''<br /> <br /> * Transparency<br /> * [[Dinh - Engagement|Engagement]]<br /> * Caring <br /> <br /> '''Main Features for all Offies'''<br /> <br /> * Profile<br /> * Timesheet<br /> * Check-in & check-out<br /> * oTOD<br /> <br /> '''Advanced features for Engager'''<br /> * Purchase Request<br /> * Support Ticket<br /> <br /> == References ==<br /> * [https://www.odoo.com/ Open Source ERP and CRM | Odoo]<br /> <br /> == See also ==<br /> * [[Dinh - Engagement]]<br /> * [https://docs.google.com/document/d/1CWGL7vw-F8cloY2qNc55GFsSST6ievvZcwNG9S_QxRs Engagement on Dinh - Guideline] (by Xuan Lap DANG, Oct 2015)</div>

Cpd https://wiki.officience.com/index.php?title=Dinh&diff=892 Dinh 2018-04-19T23:58:36Z

<p>Cpd: </p> <hr /> <div>[[File:Back to the Future 1985.png]]<br /> <br /> <br /> '''Dinh''' (pronounced as Đình in Vietnamese) is Officience ERP platform.<BR> <br /> It is based on ODOO (formerly known as Open-ERP), a open-sourceplatform using postgreSQL/Python.<br /> <br /> '''Dinh's objectives are to facilitate :'''<br /> <br /> * Transparency<br /> * [[Dinh - Engagement|Engagement]]<br /> * Caring <br /> <br /> '''Main Features for all Offies'''<br /> <br /> * Profile<br /> * Timesheet<br /> * Check-in & check-out<br /> * oTOD<br /> <br /> '''Advanced features for Engager'''<br /> * Purchase Request<br /> * Support Ticket<br /> <br /> ==Guideline==<br /> * [https://docs.google.com/document/d/1CWGL7vw-F8cloY2qNc55GFsSST6ievvZcwNG9S_QxRs Engagement on Dinh - Guideline] (by Xuan Lap DANG, Oct 2015)<br /> <br /> == References ==<br /> * [https://www.odoo.com/ Open Source ERP and CRM | Odoo]<br /> <br /> == See also ==<br /> * [[Dinh - Engagement]]</div>

Cpd https://wiki.officience.com/index.php?title=Dinh_-_Engagement&diff=891 Dinh - Engagement 2018-04-19T23:56:56Z

<p>Cpd: Created page with "In 2012, Sales & Marketing Department switched from Salesforce.com to OpenERP platform (See Dinh). Charlotte GOVIN made research for the team. [https://drive.google.com/..."</p> <hr /> <div>In 2012, Sales & Marketing Department switched from Salesforce.com to OpenERP platform (See [[Dinh]]).<br /> <br /> Charlotte GOVIN made research for the team.<br /> <br /> [https://drive.google.com/file/d/0BwLcufOdOYUCa3VScUV2NFVUX0E/ Migration CRM (July 2012) by Charlotte GOVIN]<br /> <br /> == See also ==<br /> * [[Dinh]]</div>

Cpd https://wiki.officience.com/index.php?title=OffyTalk_posters&diff=884 OffyTalk posters 2018-04-16T04:52:27Z

<p>Cpd: </p> <hr /> <div><gallery><br /> <br /> file:OffyTalk_2013-03-05_Le_Nguyen_Thanh_An.jpg|OffyTalk #01 by Thanh An LE NGUYEN on 05 Mar 2013 about book "Drive"<br /> file:OffyTalk_2013-03-12_(2)_Le_Minh_Tuan.jpg|OffyTalk #02 by Minh Tuan LE on 12 Mar 2013 about book "The Work is flat".<br /> file:OffyTalk_2013-03-19_(3)_Pham_Minh_Khiet.jpg|OffyTalk #03 by Minh Khiet PHAM on 19 Mar 2013 about "Compassionate Samurai (Tinh thần Samurai trong thế giớ phẳng)" book.<br /> file:OffyTalk_2013-03-26_(4)_ITS_team.jpg|OffyTalk #04 by Hoai Linh & Trung Thao LE on 26 Mar 2013 about IT Helpdesk team.<br /> file:OffyTalk_2013-04_April.jpg|OffyTalk April 2013. Designed by Ai Nhi DANG THI<br /> <br /> </gallery><br /> <br /> == See also ==<br /> * [[OffyTalk]]</div>

Cpd https://wiki.officience.com/index.php?title=OffyTalk_posters&diff=883 OffyTalk posters 2018-04-16T04:49:27Z

<p>Cpd: Created page with "<gallery> file:OffyTalk_2013-03-05_Le_Nguyen_Thanh_An.jpg|OffyTalk #01 by Thanh An LE NGUYEN on 05 Mar 2013 about book "Drive" file:OffyTalk_2013-03-12_(2)_Le_Minh_Tuan.jpg|O..."</p> <hr /> <div><gallery><br /> <br /> file:OffyTalk_2013-03-05_Le_Nguyen_Thanh_An.jpg|OffyTalk #01 by Thanh An LE NGUYEN on 05 Mar 2013 about book "Drive"<br /> file:OffyTalk_2013-03-12_(2)_Le_Minh_Tuan.jpg|OffyTalk #02 by Minh Tuan LE on 12 Mar 2013 about book "The Work is flat".<br /> file:OffyTalk_2013-03-19_(3)_Pham_Minh_Khiet.jpg|OffyTalk #03 by Minh Khiet PHAM on 19 Mar 2013 about "Compassionate Samurai (Tinh thần Samurai trong thế giớ phẳng)" book.<br /> file:OffyTalk_2013-03-26_(4)_ITS_team.jpg|OffyTalk #04 by Hoai Linh & Trung Thao LE on 26 Mar 2013 about IT Helpdesk team.<br /> file:OffyTalk_2013-04_April.jpg|OffyTalk April 2013. Designed by Ai Nhi DANG THI<br /> <br /> </gallery></div>

Cpd https://wiki.officience.com/index.php?title=File:OffyTalk_2013-04_April.jpg&diff=882 File:OffyTalk 2013-04 April.jpg 2018-04-16T04:47:41Z

<p>Cpd: OffyTalk April 2013. Designed by Ai Nhi DANG THI</p> <hr /> <div>OffyTalk April 2013. Designed by Ai Nhi DANG THI</div>

Cpd https://wiki.officience.com/index.php?title=File:OffyTalk_2013-03-26_(4)_ITS_team.jpg&diff=881 File:OffyTalk 2013-03-26 (4) ITS team.jpg 2018-04-16T04:46:36Z

<p>Cpd: </p> <hr /> <div>OffyTalk #04 by Hoai Linh & Trung Thao LE on 26 Mar 2013 about IT Helpdesk team.</div>

Cpd https://wiki.officience.com/index.php?title=File:OffyTalk_2013-03-26_(4)_ITS_team.jpg&diff=880 File:OffyTalk 2013-03-26 (4) ITS team.jpg 2018-04-16T04:45:12Z

<p>Cpd: OffyTalk #03 by Hoai Linh & Trung Thao LE on 26 Mar 2013 about IT Helpdesk team.</p> <hr /> <div>OffyTalk #03 by Hoai Linh & Trung Thao LE on 26 Mar 2013 about IT Helpdesk team.</div>

Cpd https://wiki.officience.com/index.php?title=File:OffyTalk_2013-03-12_(2)_Le_Minh_Tuan.jpg&diff=879 File:OffyTalk 2013-03-12 (2) Le Minh Tuan.jpg 2018-04-16T04:41:20Z

<p>Cpd: OffyTalk #02 by Minh Tuan LE on 12 Mar 2013 about "The Work is flat" book.</p> <hr /> <div>OffyTalk #02 by Minh Tuan LE on 12 Mar 2013 about "The Work is flat" book.</div>

Cpd https://wiki.officience.com/index.php?title=File:OffyTalk_2013-03-19_(3)_Pham_Minh_Khiet.jpg&diff=878 File:OffyTalk 2013-03-19 (3) Pham Minh Khiet.jpg 2018-04-16T04:38:54Z

<p>Cpd: </p> <hr /> <div>OffyTalk #03 by Minh Khiet PHAM on 19 Mar 2013 about "Compassionate Samurai (Tinh thần Samurai trong thế giớ phẳng)" book.</div>

Cpd https://wiki.officience.com/index.php?title=File:OffyTalk_2013-03-19_(3)_Pham_Minh_Khiet.jpg&diff=877 File:OffyTalk 2013-03-19 (3) Pham Minh Khiet.jpg 2018-04-16T04:36:15Z

<p>Cpd: OffyTalk #03 by Minh Khiet PHAM on 19 Mar 2013 about "The Work is flat" book.</p> <hr /> <div>OffyTalk #03 by Minh Khiet PHAM on 19 Mar 2013 about "The Work is flat" book.</div>

Cpd https://wiki.officience.com/index.php?title=File:OffyTalk_2013-03-05_Le_Nguyen_Thanh_An.jpg&diff=876 File:OffyTalk 2013-03-05 Le Nguyen Thanh An.jpg 2018-04-16T04:25:16Z

<p>Cpd: Poster OffyTalk #01 by Thanh An LE NGUYEN on 05 Mar 2013</p> <hr /> <div>Poster OffyTalk #01 by Thanh An LE NGUYEN on 05 Mar 2013</div>

Cpd https://wiki.officience.com/index.php?title=OffyTalk&diff=875 OffyTalk 2018-04-16T04:20:34Z

<p>Cpd: </p> <hr /> <div>[[File:OffyTalk-2013-with-poster.jpg]]<br /> <br /> == See Also==<br /> * [[OffyTalk posters]]</div>

Cpd https://wiki.officience.com/index.php?title=OffyTalk&diff=874 OffyTalk 2018-04-16T03:28:33Z

<p>Cpd: Created page with "File:OffyTalk-2013-with-poster.jpg"</p> <hr /> <div>[[File:OffyTalk-2013-with-poster.jpg]]</div>

Cpd https://wiki.officience.com/index.php?title=File:OffyTalk-2013-with-poster.jpg&diff=873 File:OffyTalk-2013-with-poster.jpg 2018-04-16T03:27:27Z

<p>Cpd: OffyTalk 2013 with poster (By Ai Nhi DANG THI)</p> <hr /> <div>OffyTalk 2013 with poster (By Ai Nhi DANG THI)</div>

Cpd https://wiki.officience.com/index.php?title=Scaling_Agile&diff=872 Scaling Agile 2018-04-14T00:43:54Z

<p>Cpd: </p> <hr /> <div>[[File:Scaling Agile with Tribes, Squads, Chapters & Guilds (Spotify).png]]<br /> <br /> In April 2018, Thanh Tin NGUYEN shared this very interesting and easy to read document : "Scaling Agile @ Spotify with Tribes, Squads, Chapters & Guilds" by Henrik Kniberg & Anders Ivarsson<br /> <br /> "Dealing with multiple teams in a product development organization is always a challenge!<br /> One of the most impressive examples we’ve seen so far is Spotify, which has kept an agile mindset despite<br /> having scaled to over 30 teams across 3 cities.<br /> Spotify is a fascinating company that is transforming the music industry. The company has only existed 6<br /> years and already has over 15 million active users and over 4 million paying. The product itself can be<br /> likened to “a magical music player in which you can instantly find and play every song in the world”.<br /> Alistair Cockburn (one of the founding fathers of agile software development) visited Spotify and said “Nice -<br /> I've been looking for someone to implement this matrix format since 1992 :) so it is really welcome to see.”<br /> So how is this managed?"<br /> <br /> '''[https://drive.officience.com/index.php/s/2E08nKXNvt0lY44 Read the document here...]'''<br /> <br /> [https://blog.crisp.se/wp-content/uploads/2012/11/SpotifyScaling.pdf Original link]<br /> <br /> == See also==<br /> * [[Agile_methodologies|Agile methodologies]]</div>

Cpd https://wiki.officience.com/index.php?title=Scaling_Agile&diff=871 Scaling Agile 2018-04-14T00:42:14Z

<p>Cpd: </p> <hr /> <div>[[File:Scaling Agile with Tribes, Squads, Chapters & Guilds (Spotify).png]]<br /> <br /> In April 2018, Thanh Tin NGUYEN shared this very interesting and easy to read document : "Scaling Agile @ Spotify with Tribes, Squads, Chapters & Guilds" by Henrik Kniberg & Anders Ivarsson<br /> <br /> "Dealing with multiple teams in a product development organization is always a challenge!<br /> One of the most impressive examples we’ve seen so far is Spotify, which has kept an agile mindset despite<br /> having scaled to over 30 teams across 3 cities.<br /> Spotify is a fascinating company that is transforming the music industry. The company has only existed 6<br /> years and already has over 15 million active users and over 4 million paying. The product itself can be<br /> likened to “a magical music player in which you can instantly find and play every song in the world”.<br /> Alistair Cockburn (one of the founding fathers of agile software development) visited Spotify and said “Nice -<br /> I've been looking for someone to implement this matrix format since 1992 :) so it is really welcome to see.”<br /> So how is this managed?"<br /> <br /> '''[https://drive.officience.com/index.php/s/2E08nKXNvt0lY44 Read the document here...]'''<br /> <br /> == See also==<br /> * [[Agile_methodologies|Agile methodologies]]</div>

Cpd https://wiki.officience.com/index.php?title=Scaling_Agile&diff=870 Scaling Agile 2018-04-14T00:38:33Z

<p>Cpd: </p> <hr /> <div>[[File:Scaling Agile with Tribes, Squads, Chapters & Guilds (Spotify).png]]<br /> <br /> In April 2018, Thanh Tin NGUYEN shared this very interesting and easy to read document from Spotify :<br /> <br /> "Dealing with multiple teams in a product development organization is always a challenge!<br /> One of the most impressive examples we’ve seen so far is Spotify, which has kept an agile mindset despite<br /> having scaled to over 30 teams across 3 cities.<br /> Spotify is a fascinating company that is transforming the music industry. The company has only existed 6<br /> years and already has over 15 million active users and over 4 million paying. The product itself can be<br /> likened to “a magical music player in which you can instantly find and play every song in the world”.<br /> Alistair Cockburn (one of the founding fathers of agile software development) visited Spotify and said “Nice -<br /> I've been looking for someone to implement this matrix format since 1992 :) so it is really welcome to see.”<br /> So how is this managed?"<br /> <br /> '''[https://drive.officience.com/index.php/s/2E08nKXNvt0lY44 Read the article here...]'''<br /> <br /> == See also==<br /> * [[Agile_methodologies|Agile methodologies]]</div>

Cpd https://wiki.officience.com/index.php?title=Scaling_Agile&diff=869 Scaling Agile 2018-04-14T00:35:54Z

<p>Cpd: </p> <hr /> <div>[[File:Scaling Agile with Tribes, Squads, Chapters & Guilds (Spotify).png]]<br /> <br /> In April 2018, Thanh Tin NGUYEN shared this very interesting and easy to read document from Spotify :<br /> <br /> "Dealing with multiple teams in a product development organization is always a challenge!<br /> One of the most impressive examples we’ve seen so far is Spotify, which has kept an agile mindset despite<br /> having scaled to over 30 teams across 3 cities.<br /> Spotify is a fascinating company that is transforming the music industry. The company has only existed 6<br /> years and already has over 15 million active users and over 4 million paying. The product itself can be<br /> likened to “a magical music player in which you can instantly find and play every song in the world”.<br /> Alistair Cockburn (one of the founding fathers of agile software development) visited Spotify and said “Nice -<br /> I've been looking for someone to implement this matrix format since 1992 :) so it is really welcome to see.”<br /> So how is this managed?"<br /> <br /> [https://drive.officience.com/index.php/s/2E08nKXNvt0lY44 More here...]</div>

Cpd https://wiki.officience.com/index.php?title=Scaling_Agile&diff=868 Scaling Agile 2018-04-14T00:35:08Z

<p>Cpd: Created page with "File:Scaling Agile with Tribes, Squads, Chapters & Guilds (Spotify).png In April 2018, Thanh Tin shared this very interesting and easy to read document from Spotify : "D..."</p> <hr /> <div>[[File:Scaling Agile with Tribes, Squads, Chapters & Guilds (Spotify).png]]<br /> <br /> In April 2018, Thanh Tin shared this very interesting and easy to read document from Spotify :<br /> <br /> "Dealing with multiple teams in a product development organization is always a challenge!<br /> One of the most impressive examples we’ve seen so far is Spotify, which has kept an agile mindset despite<br /> having scaled to over 30 teams across 3 cities.<br /> Spotify is a fascinating company that is transforming the music industry. The company has only existed 6<br /> years and already has over 15 million active users and over 4 million paying. The product itself can be<br /> likened to “a magical music player in which you can instantly find and play every song in the world”.<br /> Alistair Cockburn (one of the founding fathers of agile software development) visited Spotify and said “Nice -<br /> I've been looking for someone to implement this matrix format since 1992 :) so it is really welcome to see.”<br /> So how is this managed?"<br /> <br /> [https://drive.officience.com/index.php/s/2E08nKXNvt0lY44 More here...]</div>

Cpd https://wiki.officience.com/index.php?title=File:Scaling_Agile_with_Tribes,_Squads,_Chapters_%26_Guilds_(Spotify).png&diff=867 File:Scaling Agile with Tribes, Squads, Chapters & Guilds (Spotify).png 2018-04-14T00:33:46Z

<p>Cpd: Scaling Agile @ Spotify with Tribes, Squads, Chapters & Guilds (Henrik Kniberg & Anders Ivarsson Oct 2012)</p> <hr /> <div>Scaling Agile @ Spotify with Tribes, Squads, Chapters & Guilds (Henrik Kniberg & Anders Ivarsson Oct 2012)</div>

Cpd