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[Sprin co] tm swot & global direction
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[Sprin co] tm swot & global direction


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  • 1. TALENT MANAGEMENT Functional time
  • 2. AnalyzePlan Implement
  • 3. Friday Saturday Saturday Saturday [13.04] [14.04] [14.04] [14.04]Analyze TM area Plan Initiatives Bringing home Plan strategies•SWOT •Sub MoSes•Vision •Sub Strategies Update Cross-Functional•Main MoS •Timelines Time-Line•TM Global •Resources needs Task ForcesDirection•Main Strategies
  • 4. Welcome to Planning!
  • 6. STEP 1.Be realistic but avoid modesty!
  • 7. STEP 2Opportunities are potential future strengths. Threats are potential future weaknesses.
  • 8. STEP 3Review SWOT matrix
  • 9. Performance and scalabilityImpact on Relevance inIndividual Society
  • 10. SWOTS WSelection Process PipelineConcept of ASM Evaluation of XPsNewies induction Promotion in internal and external RCTMs Leadership InductionO TCooperation with NGOs Competitors (other student org)Expand to new markets (Universities) Relationship with UnisEducation from external partners Economical situation
  • 11. Global Direction inTalent Management
  • 12. Society Trends 2015+Relevance of TMP/TLP in the 2015 society
  • 13. Key Societal Trends• Social Responsibility• Emotional Customer• Glocalisation• Convergence Technology• Co-creation
  • 14. Social ResponsibilitySocial responsibility is an ethicalideology or theory that an entity,be it an organization or individual,has an obligation to act to benefitsociety at large. Social responsibilityis a duty every individual or organization has to perform so as to maintain abalance between the economy and the ecosystem.
  • 15. TMP/TLP catering to Social Responsibility• Platform to facilitate connection with the external environment• Give young people a chance to work with and experience values• Connect the roles of TMP/TLP participants to the bigger picture of AIESEC (vision)
  • 16. Emotional CustomerOur society is rapidly moving from aservice economy to an experienceeconomy. As a result, todays moresophisticated consumers not onlydemand services and products that are of the highest quality; they also want positive, emotionally sensitive,and memorable experiences.
  • 17. TMP/TLP catering to the Emotional Customer• Empower the social network  allow people to work together• Offer a space/platform for people to discover themselves (self-reflection)
  • 18. GlocalisationGlocalisation is a portmanteauword of globalization and localization. By definition,the term “glocal” refers tothe individual, group,division, unit, organisation,and community which iswilling and able to“think globally and act locally.”
  • 19. TMP/TLP catering to Glocalisation• Sharing stories that have universal appeal, yet are relevant for diverse target audiences• Programmes should offer opportunities to work/engage at both the local and global level• Programmes should have global standards, yet open to local customization
  • 20. Convergence TechnologyConvergence refers both tothe consolidation of information into a small number ofsources, like Google, andthe evolution of multi-functional hardware to handle thisinformation, like the iPhone. Convergence technologiesare meant to make our lives easier. They are certainlyhaving an impact on the youth of today.
  • 21. TMP/TLP catering to Convergence Technology• Promote the power of the social network in AIESEC• Promote collaborative learning in the network• Improve our knowledge management  access to resources to facilitate collaborative learning• Package the impact of Virtual AIESEC XPs
  • 22. Co-creationCo-creation is a form of marketor business strategy that emphasizes the generation and ongoingrealization of mutual firm-customer value. It views markets as forumsfor firms and active customers to share, combine and renew each others resources and capabilities to create value through new forms of interaction, service and learning mechanisms.
  • 23. TMP/TLP catering to Co-creation• Moving the organization away from the centralized structure, and towards the Distribution Network (TedX Sao Paolo • Involving the network in the decision making and innovation process• Empowering the individual• Knowledge management (to facilitate co- creation)
  • 24. TMP and TLP needs to be relevant in theexternal world in order to achieve 2015!
  • 25. Good Case Practices in Talent Management
  • 26. 1. TMP/TLP Principles1. Clear Purpose2. Driven by individual3. Co creative, collaborative learning environment4. Physical/Virtual reach5. Responsible for 2015
  • 27. 2. Cutting centralized X based structures
  • 28. 3. Ongoing Recruitment• Brazil• Poland
  • 29. LET’s GO!