This document discusses talent capacity for GCDP and provides implementation guidance. It emphasizes that talent structures and learning systems are crucial to drive GCDP growth. Key results from improving talent capacity include developing exchange culture, increasing member involvement and productivity, boosting local committee production capacity, and strengthening learning and development. The document recommends revising talent capacity summit outputs, immediately implementing suggested project-based structures, clarifying talent management roles, and revising learning plans according to guidelines. It provides an implementation timeline and advises studying outputs, defining responsibilities, setting KPIs, restructuring local committees, educating members on changes, and tracking progress.

1. GCDP – Talent Capacity

2. Talent Capacity for GCDP
Why is it important?
TMP-TLP has to drive GCDP for growth, therefore structures and
learning systems are crucial.
What results it can bring to my entity?
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Exchange culture in LCs to be developed
Members more involved to work for the purpose of AIESEC
Increasing productivity per member
Increasing production capacity of a LC
Ensuring better learning and development of members
Better synergy between front and back offices.

3. Talent Capacity for GCDP
What to consider for re-planning
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Revise the TC summit output with your MC
Immediate implementation of the suggested (project based) structure
Clarify responsibilities of OD and TM within talent capacity
Revise the learning and development plan according to the guidelines.
Hidden checkpoint! Good to see that you’re checking output. As a reward: Go to MCPs
FB group, find the post that announces STM output released, and post a random (it could
be very random) question as a comment to any ST member. Your questions will be
answered for sure.
Find more information in the TC summit output:
http://www.myaiesec.net/content/viewwiki.do?contentid=10276780
and attend AI virtual consultancy week (19th-21st Nov)

4. Talent Capacity for GCDP
Implementation inputs
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MCP, TM and OD must study the entire TC summit output and define the
implementation plan and responsibilities together.
Set KPIs to evaluate and track implementation, e.g. productivity per
member.
Restructuring in LCs should start in the first physical touch point with LCs to
be aligned with the EB 2014 structure and next recruitment peak.
Restructuring requires a big change. Help LCs to discuss and understand
the need for it to gain their commitment and together validate the structures.
Track the implementation weekly in the first period, gradually decrease the
intensity of tracking after achieving significant milestones.
Strongly recommend the structure of the EB from MC level, e.g.
communicate that positions (e.g. LCVP IM in a >30X LC) that are not
recommended, will not be supported/addressed
from MC
Adjust the national and local education cycle
to the new structure

5. Utilise national
conference for
further
education for
EBe and
membership
according to
L&D output
December/January
National education
December
Implementation
National Education
November
Present and
discuss the
output. Agree
on the new
national and
local structures.
Train about
selection and
reallocation in
the LC EB.
Implementation
of the structure
should happen
between natco
and IPM. Track
it frequently,
e.g. coaching
calls, clear
timelines and
milestones.
December-February
Further
education on
change
management
for LCs from
MC and close
progress
tracking
December
Check points, edu
Study the TC
summit output
and create a
vision of the
change and
create your
implementation
timeline and
responsibilities
within MC
LCP alignment
MC alignment
Capacity - implementation timeline
IPM is a check
point to
evaluate
implementation
of the structure
change.
AI education
about change
management
IPM
Q: What if I already have
a new EB team selected
in the old structure?
E.g. if your Ebs already
have a VP IM and the TC
output does not suggest to
have such VP, you could
transform his JD into a 2nd
VP iGCDP.

6. L&D – implementation timeline
Define the needs
Track the
implementation
through
surveys/calls.. for
the participants
Track and follow up
on the results
achieved due to the
trainings
Define the timeline
for every programme
and general needs
Define the content
for every cluster and
what needs to be
done
Engage the
MCVPs, NSTs and
top LCP or LCVPs in
the delivery of the
content
Communicate to
LCPs and LCVPs
the timeline