Talent management commission jan


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Talent management commission jan

  1. 1. Indonesia TALENT MANAGEMENT
  2. 2. check in
  3. 3. how have you educated this?
  4. 4. what have you achieved per step?
  6. 6. What is your role as Vice President Talent Management?
  7. 7. What is your role as Vice President Talent Management? Manager Talent ProcessesLeader EB Member Human Resource Strategist Learning and Development TMP/TLP
  8. 8. Are you balancing being a leader, manager and AIESECer?
  10. 10. SITUATIONAL LEADERSHIP Developing your members over a period of time to reach the highest level of performance and development Commitment Competency Diagnosis Flexibility Partnership Development Level Self-Reliant Achiever (D4) Capable but Cautious Achiever (D3) Disillusioned Learner (D2) Enthusiastic Beginner (D1) High Competence High Commitment Moderate - High Competence Variable Commitment Low - some competence Low Commitment Low Competence High Commitment
  11. 11. SITUATIONAL LEADERSHIP Diagnosis 1. You need to have the ability and courage to look at the situation and the individual and accurately and honestly assess their development needs and adjust your leadership style to their needs 2. Assessing development level is not about giving a rating, it’s about adjust leadership style and implementing action 3. Reach agreement about development stage and what is the leadership style needed from you to reach the development and organisational goals
  12. 12. SITUATIONAL LEADERSHIP Diagnosis Self-Reliant Achiever (D4) Capable but Cautious Achiever (D3) Disillusioned Learner (D2) Enthusiastic Beginner (D1) This individual is confident, inspired, can inspire others, an expert, self-assured, accomplished and proactive. Self-critical, doubtful, capable, makes a productive contribution, insecure, generally self-driven but needs continuous challenges and opportunities to stay motivated Discouraged, overwhelmed, confused, needs assurance that mistakes are part of the learning process, unreliable, inconsistent, flashes of competence but needs more development and knowledge Inexperienced, Eager to learn, willing to take direction, excited and optimistic, can make mistakes, not aware of what they don’t know but need to know.
  13. 13. SITUATIONAL LEADERSHIP Diagnosis Questions you can ask yourself about your members: 1. What is the goal/task they are currently undertaking 2. How strong are your members skills for this task? 3. How advanced are your member’s transferable skills (eg. communication skills) 4. How inspired/enthusiastic/motivated is your member? 5. How confident/ self-assured is this individual?
  14. 14. SITUATIONAL LEADERSHIP D1 NEEDS OF D-1 1. Recognition of enthusiasm 2. Defining clear goals with timeline 3. Standards for what a good job looks like 4. Constantly learning new skills 5. Frequent feedback 6. Solutions to problems and challenges they face
  15. 15. SITUATIONAL LEADERSHIP D2 NEEDS OF D-2 1.Clear Goals 2. Praise for making progress 3. Frequent Feedback 4. Coaching to build and refine skills 5. Constant reaffirmation of clarity of why for each task/activity 6. Tips/tricks about how to do tasks more effectively
  16. 16. SITUATIONAL LEADERSHIP D3 NEEDS OF D-3 1. An approachable mentor or coach 2. A kickstart to overcoming procrastination 3. Support to develop self-reliant problem solving skills 4. Constant encouragement to develop confidence within themselves
  17. 17. SITUATIONAL LEADERSHIP D4 NEEDS OF D-4 1. Variety and Challenges 2. Leadership Style: mentoring rather than manager 3. Authority and Responsibility 4. Trust 5. Opportunities to share knowledge and ideas
  18. 18. SITUATIONAL LEADERSHIP Flexibility FOR NEXT TIME Partnership
  19. 19. JANUARY
  20. 20. Focus 1 Talent Review and Follow Up (DDL 14/01): 1. Follow up from Talent Review 2. Restructure/Learning and Development/ Recruitment Focus 2 Learning and Development: 1. Finalize LECs for Q3/Q4 2. Restructure/Learning and Development/ Recruitment Focus 3 Focus 4 GCDP1. EP and Intern LEAD: Planning & Buddy 2. oGCDP Summer & Off-Peak Structures, Exchange Fair Structures, iGCDP National Project, Summer AdHoc and Local project structures GIP: 1. Sales Development Program: Recruitment/ TMP Assessment & Tracking 2. Structures for iGIP and oGIP
  21. 21. GCDP
  22. 22. Focus INTERN LEAD EP LEAD WIKI http://www.myaiesec.net/ content/viewwiki.do? contentid=10288851 INTERN BUDDY GUIDE http://www.myaiesec.net/ content/viewwiki.do? contentid=10288851 EP LEAD PLANNING
  24. 24. INTERN BUDDY
  25. 25. Why is this important?
  26. 26. INTERN BUDDY is the person responsible for enabling intern’s inner journey. Without this individual there is no way for AIESEC to ensure, deliver and measure that interns are living a challenging and purposeful experience. INTERN BUDDY GUIDE
  27. 27. Personal Value: Organisation Value: Market Value: To achieve fulfillment of humankind’s potential through higher quality experiences by fulfilling the inner and outer journey of leadership for interns with a role responsible for developing and tracking leadership development of interns a) Intern: Interns are promised a leadership development experience. The Intern Buddy will ensure this development b) TN taker: To develop and enable Interns to fulfill their JD to their best ability c) Indonesia: Provide better interns to make impact for Indonesia Enable TMP to understand the relevance of GCDP and exchange to AIESEC. Allow members to live a leadership experience where they are in charge of the development of others. INTERN BUDDY GUIDE
  28. 28. Intern Buddy Objectives 1 2 3 A bridge between the intern, leadership development and AIESEC: a) He/she needs to assist the intern and makes sure that the intern feels free to discuss any problems or difficulties he might be facing. b) He/she needs to ensure that interns are fulfilling the inner journey of their leadership experience. Quality Control: a) He/she ensures and tracks that the intern has a quality experience. b) Consistent and efficient interaction between interns and AIESEC members A friendly face to introduce Indonesia: a) He/she shows the intern the Indonesia culture, mentality, everyday life and tradition. b) Helps interns to adjust and integrate themselves easier and faster in the new environment c) Facilitates direct relationship for the interns to communicate their needs
  29. 29. Profile/ Application/ Campaign Pickup and Settling Education/ Induction Recruitment/ Selection End-term evaluation Inner Journey Tracking (PDP) Introduction/ Expectation Setting Start-XP Evaluation Mid-term Evaluation Farewell & Recognition Showcasing Impact Intern Buddy Process Inner Journey Tracking
  30. 30. LEARNING & DEVELOPMENT: EP LEAD Inner Journey supported by AIESEC TM OUTER JOURNEY SUPPORTED BY AIESEC SERVICE (ACCOM) & SALES iGCDP the incoming exchange intern experience.
  31. 31. EP LEAD WIKI
  32. 32. Focus iGCDP National Projects 1. Product packaging will be out next week thus you should prepare to open an OCP position next week. 2. The important thing to remember is that iGCDP has a strict timeline - so what can do you now to prepare? Review structure, leadership pipelining etc.
  33. 33. Focus iGCDP SUMMER PROJECTS & ADHOC 1. Have you opened OCP and OC positions for Summer Projects? 2. Have you opened MB and TMP positions for Summer AdHoc? 3. Have you prepared for education of new OCPs, MB and TMP?
  34. 34. Focus oGCDP EXCHANGE FAIR, SUMMER & OFF- PEAK 1. Have you opened OCP and OC positions for Exchange Fair? 2. Have you opened MB and TMP positions for Summer/Off- Peak Raising / Matching teams? 3. Have you prepared for education of new OCPs, MB and TMP?
  35. 35. GIP
  36. 36. Focus SALES DEVELOPMENT PROGRAM 1. How are you supporting iGIP, iGCDP and BD/ER through SDP? 2. Local Rewards and Recognition program to motivate sales members 3. Review Recruitment, current TMP and talent gaps, what is the local training/tracking TM needs to deliver.
  37. 37. TIMELINE
  38. 38. Focus STRUCTURES 1 2 Write down my specific iGIP goals: they should be defined per sub-product and have specific targets (Industry, SME etc.) Undergo backward planning using your conversion rate to further define your goals and your sales team structure. RE Goal MA Goal RA Goal Negotiation Meeting Goal Sales Meeting Goal Team/Individual Cold Calling Goal Average productivity per sales member Number of Sales Members/ Structure For suggested iGIP Structures please see: http://www.myaiesec.net/content/viewfile.do? contentid=10288560
  39. 39. QnA
  40. 40. 1 National Talent Management Survey 2 International Opportunities for TMP/TLP 3 NEC: Talent Management Meeting (28/01) 4 National Support Team Applications 5 TM Jackets