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6. specific questions
 

6. specific questions

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    6. specific questions 6. specific questions Document Transcript

    • MCVP TD 2013 – 2014 Specific Questions Ungureanu Madalina
    • 1. Choose and explain 3 key focuses for your term as MCVP Talent Development. Please be specific on why is that a priority, how is it going to happen and what are the expected outcomes of the actions you set. 1. Alignment of the LCs in the TM area In order to have uniformity in the country, by the end of the term all LCs should get to respect certain standards established nationally Why How Outcomes Because there cannot - strengthening the - standards for the local be real collaboration connection between the education cycle and communication in national teams and the LCs - standards regarding the the country if the LCs - creating taskforces with recruitment and selection do completely different VPs coordinated by the - standards regarding the things NST members implementation of TM processes 2. Increasing members’ efficiency Currently only about a 3rd of our members are working directly for exchange.at the same time, the number of non-core projects versos PBoXes is quite high. The aim of this focus is to change this Why How Outcomes In order to show consistency - HR planning oriented - min. 50% of the between what we promote and towards exchange members working for what we do, we should have processes 1st and then on exchange members that understand and support activities see the relevance of exchange; - developing new national and this is only possible if they PBoXes, in collaboration are directly connected to the with the MCVPs that work international environment on the exchange areas 3. Stability, flow and relevance of the members’ education In order for members to take part in conferences, they must, first of all, find them relevant, besides the popular informal characteristics. And in order to assess and work on the relevance of a conference, this should take place for more than a year and address real and actual needs. Why How Outcomes If our members have - alignment between local - one relevant, 3 years stable the right setting education cycles and national national education cycle (environment, education cycles - guidelines for developing incentives, but also - create a flow of development and implementing local competencies), then for conferences and additional education cycles they can perform activities to be implemented - structure for members’ better locally development plansUngureanu Madalina. MCVP TD 2013-2014 2
    • 2. What evolutions do you see in the next term concerning the TMP and TLP implementation and delivery in AIESEC in Romania? First of all, I see a shift of resource allocation from non-core projects to PBoXes. We will never be able to achieve our goals if 25% of the whole HR is blocked for 6 months on a single non-core project. So, orienting the TMP & TLP allocation towards projects and initiatives that have as direct objectives exchange would be a 1st step towards increasing the members’ efficiency. Another goal would be to increase the number of TMP and TLP that come from EwA. Currently, we spend a lot of time training from scratch people regarding AIESEC knowledge and understanding, that may have as a result people that realize that AIESEC is not for them. Chances which would be much, much smaller with people who are already informed and their motivation for being part of our organisation is much deeper. And this would ensure a bigger flexibility in the recruitment process for different positions. Increasing awareness regarding the usage of the NPS score should also be a step, followed by dicussions with the people ending their team experiences so that we can improve our products. 3. How do we increase the number of members going on GIP and GCDP? How to ensure the proper need of HR in LCs if members go on GIP and GCDP? In this case, we need to have in mind the fact that active members won’t go in exchange outside of the peaks, when they have holidays. And considering the fact that there are not many members to leave during winter, the main challenge remains to ensure the pipeline of members during the summer. And for this, having a spring recruitment for members seems to be the best solution, having as requirement the candidates’ desire and availability to remain in the organsation during the summer. In what concerns convincing members to take exchange opportunities, I see this split in two: GIP and GCDP. Generally, it is a thing about mindset – if we encourage people to go on exchange from the beginning of their experience in AIESEC, then they will leave. If we focus too much on promoting local opportunities, within the LC, members will soon forget that they can also leave in exchange and the number will decrease. For GCDP, a good start is to look for this wish in the selection process – have as preferred characteristic the availability to go in exchange within 6 months or a year. And for the old members, to keep promoting opportunities and share exchange stories from people who already left. Create strategies focused around an exchange culture. Regarding GIP, our best target group internally is H4TF. An international internship will help the members ending their AIESEC experience to have a head start in the recruitment pool for companies, also giving them the chance to develop cultural sensitivity and global mindset.Ungureanu Madalina. MCVP TD 2013-2014 3
    • 4. What is going to be your strategy in order to have a correct HR planning for the LCs? Considering that we have made some steps forward this term, I think that next year we should focus on improvements. First of all, we should make sure that all LCs calculate the retention rates for the induction and then for 6 and 12 months in order to be able to make predictions for the next year. Secondly, we should not only see the desired vs. actual number of members, but, based on an efficient Career Plan, to see what is their level of involvement and commitment. As we all know, we don’t have all the members at once involved in teams. With all these in mind and the progressions observed in the past years, I think that we would have an efficient and realistic HR planning. An important thing to have in mind is the informational sustainability, as a main problem that we, as a country, encounter is the loss of data. So, implementing a knowledge management platform useful both for LC and for the national network should be one of the priorities. 5. How are you going to correlate the global learning environment with the MoSes that each LC has? The Global Learning Environment is, or at least should be, a tool that helps members in their development in order for them to achieve things on two levels: short term, through objectives inside the organisation, and long term, through personal and professional evolution. Having this in mind, the GLE should come as support and only in correlation to what we desire to do in the organisation. Practically speaking, we should see what MoSes we have, what competencies members require so that they can achieve those MoSes, what’s the gap between the desired vs. the actual level and from here on implement the activities that best fit for the situation. Regarding the strategy at a national level, we should work on setting specific standards with suggestions of implementation, so that we have both a minimum level and flexibility in order to fit the needs of the different realities present in Romania’s LCs.Ungureanu Madalina. MCVP TD 2013-2014 4