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AIESEC Singapore | Talent Management Summit (Oct 2013)
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AIESEC Singapore | Talent Management Summit (Oct 2013)

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AIESEC Singapore | Talent Management Summit (Oct 2013)

AIESEC Singapore | Talent Management Summit (Oct 2013)

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  • 15 min
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    • 1. Talent Management Summit | Oct 2013 “The Talent Capacity Revolution” Powered by
    • 2. Welcome! Let’s get to know each other Powered by
    • 3. Activity 1  Grab a Post-it and pen each  In your Post-it, write the following: • Nickname • LC • Academic Discipline • 1 word to describe yourself/fun fact • Expectation/reason to be here today Powered by
    • 4. Agenda Role of Talent Management The Talent Capacity Model The Impact Model Talent Flow Assessment of Current Practices Powered by Capacity and Learning & Development Talent Capacity Revolution The Next 100 Days
    • 5. Expectations Old school Powered by Why not? Be your own man Make it happen
    • 6. Role of Talent Management Powered by
    • 7. What’s Talent Management? “The science of using strategic HR to improve business value and to make it possible for companies and organizations to reach their goals” Powered by
    • 8. What’s Talent Management? “The science of using strategic HR to improve business value and to make it possible for companies and organizations to reach their goals” Powered by
    • 9. What’s Talent Management in AIESEC? “The process of managing and developing Talent Capacity to enable the creation of meaningful leadership through Exchange ” Powered by
    • 10. AIESEC’s Impact Model What We Envision: Peace & Fulfillment of Human Kind’s Potential AIESEC 2015 MoS Our Impact Model Develop Change Agents by providing Experiential Leadership Development Our Impact Model Opportunities for Young People Develop Leadership by providing Experiential Leadership Development Opportunities for Young People BHAG: Our Aspiration in the Market to push us forward Powered by Engage and Develop Every Young Person in the World
    • 11. AIESEC’s Impact Model – Fundamental Solution Leadership & Young Peo Powered by
    • 12. Our Leadership Development Model Powered by
    • 13. Our Leadership Development Model Leadership in every TMP and TLP (MEP) experience AIESEC’s volunteering model allows us to develop the kind of leadership needed through creating experiences for others Powered by
    • 14. People make organization Transforming people will transform our organization Powered by
    • 15. What do we know of our people and processes thus far? Powered by
    • 16. Talent Management Processes Talent Planning Talent Marketing Selection & Allocation Talent Induction System Administration Talent Development Tracking & Performance Appraisal Reward & Recognition Powered by
    • 17. Talent Management Processes Talent Planning Talent Marketing Pre-recruitment Stage | 1 week Powered by Selection & Allocation Talent Induction Recruitment Stage | 4 weeks
    • 18. Talent Management Processes Post-recruitment | 8 weeks System Administration Powered by Talent Development Tracking & Performance Appraisal End-term | 1 week Reward & Recognition
    • 19. Overview of Talent Management “The process of managing and developing Talent Capacity (TC) to enable the creation of meaningful leadership through Exchange (X) ” Managing TC Processes Developing TC Processes Creating meaningful Leadership through X Recruitment, Induction , Assessment, Recogn ition Training, Education, Development, KSA Structure, Culture, Exchange Programs Powered by
    • 20. The Talent Capacity Model Powered by
    • 21. Talent Flow LC Performance & Achievements | Team Experience | Members’ Needs Organizational Flow Powered by Team Flow Individual Flow
    • 22. Talent Flow Organizational Flow Team Flow Individual Flow AAIESEC 2015 & Impact Model | Team Projects & Gaps | Specific Recruitment Powered by
    • 23. Why does Talent Flow matters? LC Performance & Achievements | Team Experience | Members’ Needs Organizational Flow Team Flow Individual Flow AAIESEC 2015 & Impact Model | Team Projects & Gaps | Specific Recruitment Powered by
    • 24. Why does Talent Flow matters? It affects our developmental strategies and management focus Powered by
    • 25. Talent Capacity Limit  In 12-13, we had 451 members in total (largest LC: 165, smallest LC: 69)  Highest number of exchange delivered by an LC was 150 (lowest was 18)  Largest team was 22 members (smallest was 4)  An average member will take up 2 team experiences in a year (team member and/or leader)  Only 14% of the membership end up running for a leadership position in their second year Powered by 45% of the membership is retained for the second year  Only
    • 26. Why does Talent Flow matters? Organizational Flow Team Flow Individual Flow AAIESEC 2015 & Impact Model | Team Projects & Gaps | Specific Recruitment Powered by
    • 27. Why does Talent Flow matters? LC Performance & Achievements | Team Experience | Members’ Needs Organizational Flow Powered by Team Flow Individual Flow
    • 28. Talent Capacity Model By focusing TM’s contribution to the team development stage, we are better able to manage the individual development & organizational goals subsequently Powered by
    • 29. Application of Talent Capacity Model Organizational Flow Team Flow Individual Flow Managing TC Processes Developing TC Processes Creating meaningful Leadership through X Recruitment, In duction, Assess ment, Recogniti on Training, Educa tion, Developm ent, KSA Structure, Cultu re, Exchange Programs  Smallest LC (64 members) with exchange results of 18  Diagnosis: • Low participation in Explore! • Large number of teams/department projects do not contribute to organizational goal • Members were neither able or motivated to sell GIPi • Members recruited weren’t convinced with organizational direction Powered by
    • 30. Application of Talent Capacity Model Managing TC Processes Recruitment, Induction, Assessment, Recogniti on Creating meaningful Leadership through X Structure, Culture, Exchange Programs Developing TC Processes Training, Education, D evelopment, KSA Powered by
    • 31. Activity 2 Managing TC Processes Recruitment, Induction, Assessment, Recognition In your own respective LCs, map out the current state of our LC’s Talent Capacity Model Observations | Critiques | Improvements | Unknown Creating meaningful Leadership through X Structure, Culture, Exch ange Programs Developing TC Processes Training, Education, D evelopment, KSA Powered by
    • 32. Talent Capacity Revolution The Next 100 Days Powered by
    • 33. How will Talent Management in AIESEC look like? Powered by
    • 34. Initiatives Launch Day 1 – 20 • Capacity: MEP 2.0 working group formation • L&D: Education Cycle Creation Day 41 – 70 • Integration and alignment to current processes • Education Powered by Day 21 – 40 • Output creation • Pilot launch at LCs Day 71 – 100 • Tracking and measurement • Recognition

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