The document discusses the evolution of talent management strategies over the last 10 years. It argues that the traditional focus on "pre-hire to retire" talent management is becoming outdated as the world of work changes rapidly. Key points include: - Original talent management programs focused on integrating HR processes but may no longer be effective in today's environment. - The concepts of talent management need to be broadened to "people management" with a holistic approach that focuses on the individual needs and experiences of all employees. - A new approach is needed that recognizes employees first as individuals and "consumers" who have options, rather than just "talent" defined narrowly by their skills. This requires focusing on culture,

1. TM to PM
Context & Historic

2. Global external context
For the last ten years businesses and human resources departments have been heavily focused on building talent
management strategies. Originally conceived as programs to help manage people from "pre-hire to retire," these
strategies have spawned a $10+ billion software industry, helped refocus HR departments, and have educated CEOs
and business leaders about the importance of talent.
1. Do today's "talent management" programs, as
defined, work?
2. Have all the companies who purchased and
implemented talent management software truly
transformed themselves?
3. Have we really built the "talent-centric"
organizations we talked about over the last decade?
The world of “Talent management" shifted under our feet.
"Talent management" strategies we conceived in the last ten
years are rapidly becoming out of date. A focus on "pre-hire
to retire" is becoming less relevant, stack ranking and
performance management is being totally revamped,
corporate training is undergoing a total transformation, and
the concepts of "staffing and assessment" are being replaced
by a focus on corporate culture, engagement, work
environment, and empowerment.

3. Global external context
What is talent
management?

4. Global external context
How is it working?

5. Global external context
Today the world has changed:
integrated talent management is
no longer the problem

6. Global external context
And those original building blocks of talent
management are no longer enough. Today
companies not only face leadership and skills
gaps, they face new challenges: employee
engagement is at an all time low, retention
scares everyone, and companies are just now
starting to grapple with the issue of what we
call The Overwhelmed Employee. Companies
are struggling to figure out how to make work
"easy" and "humane" given the fact that the
barriers between work and life are all but
gone.

7. Finally, as we consider how talent
management has changed, let's talk about the
word "talent." I remember when we first
started using the word, HR staff used to say
"we don't recruit talent, that's what
Hollywood does." Well now everything in HR
is about the "talent" and the word has started
to become a little meaningless
Of course we want to hire, train, develop, and lead
people so they deliver results - but today we have to
reflect on the fact that each individual who works for
us (and many more are contingent each day) are
actually individual people, coming to work for their
own particular reasons.
Global external context
“How About The Word Talent Itself: I Suggest We Change to "People“
Josh Bersin, CEO Deloit.

8. Global external context
And unlike professional athletes, most of us don't "sell our skills" to employers, we volunteer our efforts at work
every day. We come to work because we like it (hopefully), and the compensation and benefits we receive is
only one of the many reasons we show up. We have outside lives, personal career goals, individual passions,
and we want to be creative. I would suggest we are more than just "talent," from a management perspective -
we are simply "people" - just like our customers are "consumers."
“How About The Word Talent Itself: I Suggest We Change to "People“
Josh Bersin, CEO Deloit.

9. Global external context
Think About Employees as Consumers or Customers
If we start to think of their employees as "people"
or consumers (ie. they can always go elsewhere),
then all of a sudden we think about "talent
management" in a new way. It's not just a way to
integrate HR processes, it's a series of strategies,
programs, investments, and promises that make
everyone's life, work, and career better for them
(not just the company). This is where work is going
- we now work in a world of independent free
agents, each of which is like a voluntary "consumer"
who may choose to stay or leave.
What are the job preferences of these 200,000 people? So,
what are they looking for? Out of a list of 26 topics, salary is
only number eight. The top four topics are all
around culture. Number four, having a great relationship with
the boss;three, enjoying a great work-life balance; two, having
a great relationship with colleagues; and the top priority
worldwide is being appreciated for your work. So, do I get a
thank you? Not only once a year with the annual bonus
payment,but every day. Our global workforce crisis becomes
very personal. People are looking for recognition.
Rainer Strack

10. Global external context
Is "Talent Management" dead? Of course
not. The concepts and principles are not
going away. But as an area of focus, we in
HR have to think more broadly. "Talent
Management" is now "People
Management" and it has to take on a
much broader perspective and holistic
approach.

11. Global external context
What is People
management?

12. Global external context
Key to today's working world is a focus on the
team: hands-on managers who empower small
teams, teams who work well together, and
people who fit and want to be part of the
team mission.
About engagement?

13. AIESEC in brazil historic 2014
Internal
Communication
Performance
Assessment
EBZÃO
Management
Endomarketing
Plan
Incentive
System
Succession
Plan

14. AIESEC in brazil historic 2015
Talent
Management
HR
Management
Team
Minimums
Career Plan
Performance
Assessment
National
Members CRM
on Podio
Individual Learning
Plan
(ILP)
• Project Tracking
Tool
• Leader and
Member
Assessment Podio
App
Team Minimums Podio
App (Beginning, Middle
and End of the Project)

15. AIESEC in brazil historic 2015
Evolution Path
* Selection Process
* Organizational
Induction
* Functional Induction
* Team Minimums
Tracking
*Membership Criteria
* Career Plan
* Alumni Induction
* Incentive System
* Endomarketing Plan
* Vacation Volunteer
Program (GCDP)
Nasce
Muda/Sustenta
Cresce
Faz

16. AIESEC in brazil context 2016
HR Processes Project management
RETENTION PRODUCTIVITY
1. Manage Selection Processes
(P.Sel and Headhunting)
2. Induction: Organizational,
Functional and for Alumni
3. Membership Criteria
4. Audit of Term
1. Track Projects Team
Minimums (Standards)
2. Operations Analyses Routine
IXP
CRM

17. Global aiesec context 2016
TEAM STANDARDS
Clarity of
what
ORGANIZATIONAL CHANGES
LEAD
LOCAL VOLUNTEER
VD Focus
TM Refresh LDA

18. AIESEC in brazil context
2017
GET KEEP DEVELOP
Recruitment
Reintegration
Local Volunteer
Team Standards
Membership Criteria
Membership Education
Leadership development
Internal Recruitment

19. AIESEC in brazil - People Management
Recruitment
Internal Recruitment
SONA & Learning
LEAD
TEAM STANDARDS
Education plan