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
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4. Agenda
Role of Talent
Management
The Talent
Capacity Model
The Impact
Model
Talent Flow
Assessment of
Current
Practices
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Capacity and
Learning &
Development
Talent Capacity
Revolution
The Next 100
Days
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”
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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”
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9. What’s Talent Management in
AIESEC?
“The process of managing and developing
Talent Capacity to enable the creation of
meaningful leadership through Exchange ”
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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
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Engage and Develop Every Young Person in the World
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
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18. Talent Management Processes
Post-recruitment | 8 weeks
System
Administration
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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
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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
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24. Why does Talent Flow matters?
It affects our developmental strategies and
management focus
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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
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Only
26. Why does Talent Flow matters?
Organizational Flow
Team
Flow
Individual Flow
AAIESEC 2015 & Impact Model | Team Projects & Gaps | Specific
Recruitment
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27. Why does Talent Flow matters?
LC Performance & Achievements | Team Experience | Members’
Needs
Organizational Flow
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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
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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
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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
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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
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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
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Day 21 – 40
• Output creation
• Pilot launch at LCs
Day 71 – 100
• Tracking and measurement
• Recognition