About us

Seed Vietnam was born to help organizations to transform strategy to results through people. Organization get results when individuals, equipped with the right skills, are energized to do the right things at the right time. People deliever results; it’s that simple. The cornerstone to any solutions is to determine what individuals have to do in order to deliver results. Seed Vietnam’s desire is to work closely with customers to define best solution for them. In order to bring best solutions for our customers, Seed Vietnam strategy is to partner with prestigious and global training providers.

Our Process

process1Diagnose

Seed’s consultant meets with key stakesholders to identify the business issues, the current culture and organizaitonal circumstances. This stage may involve focus groups, field visit, pre-mastery test or on-line assessments.

Train

Our training and consulting honors Aldult Learning Styles for full participation. Programs are customized, or blended principals so participants always receive
cutting edge competence and knowledge.

Consolidate

Real skill, competence change only occurs when there is consistent reinforcement on the job. We provide the accountability and motivation for participants to apply new skill learnt after class-room training. This phase may involve focus groups, field visit, post-mastery test.

Measure

We measure the reaction of participants to the training by using participants feedback form right after the training. Again change only can happen when there is consistent skill consolidation within organizations. We provide consolidation package upon request.

Learning Formula

process2

Phase 1: Commit to learn. The learner must be motivated to learn and to change his or her behavior. This phase succeeds when learners open themselves to newposibilities and resolve to master and apply essenatial interpersonal skills.
Phase 2: Assess current performance. A carefully crafted survey helps learners measure current loevel of knowledge and application of a key interpersonal skills. Recognizing their own performance gaps further motivates learners and helps them focus their effort in areas for improvement.

Phase 3: Acquire knowledge. Learners encounter the cognitive details of a distinct interpersonal skill through presentation, reading, discussion, observtion, and analysis of realistic examples, simulations, and other activities.

Phase 4: Develop competence through practice. The training of interpersonal skills requires rehearsing with humans – the intended audience for the new skills – in order to achieve compentency. This real-time practice with another human being is essential to soft-skill mastery.

Phase 5: Apply new learning. Integrating new skills into job interactions requires commitment. Managers of trainees can also reinforce and sustain skill application through coaching, recognizing skill use, and modeling the skills