Transition process

2,415 views

Published on

Published in: Health & Medicine, Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
2,415
On SlideShare
0
From Embeds
0
Number of Embeds
3
Actions
Shares
0
Downloads
46
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Transition process

  1. 1. Transition Process Leading innovation through generations People Development Unit 06/07 Pioneering AIESEC 2010 PDU 06-07 Pioneering AIESEC 2010!
  2. 2. Contents of the document: 1. Steps in Transition process 1.1 Preparation of the transition process 1.1.1 Setting objectives and critical success outcomes of transition 1.1.2 Agenda development - Priority discussions and topics defined 1.1.3 Identification of methods for transition 1.1.4 Defining timelines and roles and responsibilities to manage transition 1.1.5 Personal Preparation of areas of responsibility 1.2 Preparation of the elected team 3.2.1 New EB/ MC team involvement in the transition – personal and professional perspective 1.3 Delivery Transition Process Preparation Preparation of the of Coaching Delivery transition the elect Process MC/EB PDU 06-07 Pioneering AIESEC 2010!
  3. 3. 1.1 Preparation of the transition process by the current MC/EB team The preparation for the transition should be started since the beginning of the term, the EB /MC should be conscious about the fact that they will deliver the transition in the end of their term. The EB/MC should start field in all the documents that will be used in transition starting with the beginning of their term. The purpose of this phase is to prepare each stage of the transition process so in the end you achieve the objectives you proposed, in the beginning, of transition. Here you should define what knowledge, learning and experience to pass, and how to pass it, in the delivery phase. Transition preparation process is a task of TWO teams; not only one. Here currents and elects both have to do their part! On one hand the currents should prepare the first draft of transition, the process itself, and should transmit, to the elects, the importance of this period and therefore motivate them to give their inputs so the transition is adjusted to their needs. On the other hand the elects should actively prepare themselves, they should reflect and introduce their own questions, doubts, participation in order to take the best of this important beginning of their term. What steps should I follow to achieve a successful preparation phase 1. Setting objectives and critical success outcomes of transition 2. Agenda development - Priority discussions and topics defined 3. Identification of methods for transition 4. Defining timelines and roles and responsibilities to manage transition 5. Personal Preparation of areas of responsibility PDU 06-07 Pioneering AIESEC 2010!
  4. 4. 1.1.1. Setting objectives and critical success The main responsible for this part outcomes of transition of the preparation of transition is the leader of the currents team. He/she should be the one initiating and tracking Brainstorm everything that you would like to the process until each step is clearly achieve through transition. Brainstorm all attributes, defined. experiences and knowledge that the incoming team needs to have, who they need to meet. Think back to last year, what were the things that worked and did not work for transition? Now prioritize this list, and come up with a list of objectives, and a list under each objective of critical success factors. 3.1.1 Kkk 1.1.2 Agenda development - Priority discussions and topics defined 3.1.2 Rcrc Essentially you are planning a series of activities, events, and discussions etc. that are going 3.1.3 Jnjn to fulfill the objectives and allow you to tick off every critical success factor. While introducing different topics in the transition agenda, and choosing each of its parts, keep in mind the following:  Why to address it?  What information, related to it, do you want to cover?  W h at’ th e b est w ay to p ass th e i form ati ? s n on  When is the best timing to pass it to the elects (both in calendar timing and in the flow of the process)?  Who to involve in the delivery?  What preparation materials do you have/need?  What, relevant, written documents can you pass on to the elects about it? For the planning in time of the transition process you can use a Gantt file, you can find a document in the transition tool kit. 1.1.3 Identification of methods for 1.1.4 Identification of methods for transition transition The main methods of delivery when The main methods of delivery when addressing the topic of transition are: addressing the topic of transition are: ▪ Physical or virtual materials ▪ Physical or virtual materials ▪ Team meetings (both in formal and ▪ Team meetings (both in formal and non-formal environments) non-formal environments) ▪ Individual meetings ( VP to VP ▪ Individual meetings ( VP to VP meeting) meeting) ▪ Meetings with different other key ▪ Meetings with different other key individuals: externals, BoA members, individuals: externals, BoA alumni etc. members, alumni etc. ▪ Meetings Defining 3.1.4 on Task Forces according to ▪ Meetings on Task Forces according different areas that involve more to different areas that involve more than just one responsible person than just one responsible person ▪ Individual06-07 Pioneering AIESEC 2010! PDU or team work on different ▪ Individual or team work on different topics topics
  5. 5. 1.1.5 Personal Preparation of areas of responsibility o O rg an ize arch ives an d fi es to p ass on : It’ i p ortan t th at th e fi es an d arch i l s m l ves necessary to work as an EB/MC are organized as i s al t’ ready d i cu l to w ork w i ffi t th som eon e el s fi es pu t i th ey aren ’ org an i . Y ou sh ou l h ave sm art kn ow l g e se’ l f t zed d ed management. o Put available all the materials needed for their position: Make a written document of every step and every responsibility you had during your term and then put in front the documents or materials you found necessary for each of them. Knowledge management in the transition period (check the files attached with the toolkit) o Complete unfinished tasks: Use the last period of your term to complete the unfinished tasks so th at th e elects d on ’ catch a p rocess i th e m i dl w h ere th e l t n d e ack of i form ati n on or ownership might put it to risk. o Reflect on ideas, priorities and inputs for the next term: Analyze your term (thinking about you ’ to d o l st an d h ow you cam e to i see w h at’ m i n g to ach i re i t), s ssi eve th e vi on si set for the future. With this process you should also give some inputs on what the priorities in your area are. In order to take as much as possible from your previous experience use after action review. Plan and priorities for the last year. The transition report (Check the Knowledge management document attached with the toolkit) o Be aware that during your transition process you might have 3 different roles: a. Current EB/MC member, b. giving transition, c. receiving transition for a position you might have taken up yourself. The time factor and planning in advance is really important! PDU 06-07 Pioneering AIESEC 2010!
  6. 6. 1.2 Preparation of the elected MC/EB team 1. Study the flow of the transition agenda and set all expectations you have in a clear and comprehensive way. 2. Work on ideas and expectations for the term and based on that think about questions to find out what was done in this part already, why it was not obvious, why it was maybe not done or skipped and why it maybe failed. 3. Develop a personal learning and development plan 1.2.1 New EB/ MC team involvement in the transition – personal and professional perspective Role of the elected team in the transition period: 1. Feed- back on the transition plan for the current team 2. they are prepared base on their development plans for transition 3. The elected team start to build their team : Team building, vision building of the new team Transition is an introduction to a new position, but also to a new lifestyle, a challenging period in the life of both teams. Transition is thus the best opportunity to help the incoming EB members to get the best out of their year as individuals. This means that the current team should help the elects to build a personal development plan that will focus both in professional and personal development and answering questions such as:  What do I want to learn as an EB/MC member of my LC/MC?  What competencies I want to develop during transition process?  What will be my training process?  Where do I want to travel this year?  What do I want to do with my studies/job?  How do I want to spend my spare time? Based on the results of the selection process the new EB/MC can design the preparation plan that will be delivered during transition. For creating the preparation plan for the elected EB/MC it should be covert some important areas:  competencies development  Knowledge related with their area of work and with the MC/EB work  skills required for the current position All this should be put in a personal development plan and to be followed up during the year. PDU 06-07 Pioneering AIESEC 2010!
  7. 7. 1.2 Delivery The delivery phase is the time where the currents are actually passing the knowledge, the information, and the skills to the elects. During delivery process is very important to have the correct attitude in order to have a successful transition process. Below are some attitudes considered important to keep during the entire delivery of the transition for anyone taking part on it:  Critically evaluate – it is important to be able to critically look on what were your successes, challenges and what did not work out. You should not be shy to admit that some things were not successful, always identify together the core reasons why something was or was not going well in order to draw key learning points from your year that your successor will benefit from.  Provide picture of your experience only – Always try to describe only your experience but be conscious about the fact that things can go very differently for your successor.  Transfer facts not attitudes – be careful about sentences like this will never work, this does not make sense; this strategy is not for our reality etc. You might be right in certain things but at the same time you might cause great strategy to be dropped even before the new person starts.  Handover maximum information – try to provide everyone with maximum information.  Use more questions than statements – lot of times transition is delivered through statements rather than through questions. Some information has to be said but otherwise allow the person to form his own opinion about things through giving him questions and challenging him to find his answers.  Empower & inspire – spend time to discuss your learning, the things that stayed in your mind after the year, moments where you have said to yourself that you love what you are doing. Try to move yourself 5 years from now and th i k ab ou t w h at you w il rem em b er … n l PDU 06-07 Pioneering AIESEC 2010!
  8. 8. We have some important steps in the delivery process that can be followed during transition: 1. Agreement on objectives and plans for transition 1. Discuss and agree on what the main priorities are for the LC/MC between now and the mid term planning. 2. Discuss and agree on the transition objectives and transition plan that the current team came up with. 3. Decide guidelines and principles on how to function as one team for the next months/weeks. 2. Functional transition: A. Information:  Go through the evolutionary history of AIESEC - where has the association been over the last 10 years?  Go throu g h you r LC /M C ’ h i s story, an d p ast h i l g h ts. gh i B. Discussions to have:  Why does AIESEC exist?  What kind of individuals are we trying to develop, and what impact are we making?  How is this impact reflected in AIESEC 2010?  What is the AIESEC Experience and why do we have it?  How do you see issue based experience happening in your MC/LC?  W h y d o w e h ave core w ork, an d w h at ki d of LC ’ d o w e n eed to b e ab l to n s e deliver on our Core Work?  Why Exchange is important?  Why we use Balance Score Card?  How we are living AIESEC XP in our office?  How we are living product leadership every day? C. Vision for future The elected team should build their vision for the next year. The elected team vision should be connected with the current team vision in order to assure the continuity at the LC or country level. You can use as guide lines the following questions:  What will they be saying about our two years?  What are the major changes, successes, achievements they could recognize?  What do you think should be the exchange performance and results of the organization?  How far away will we be from AIESEC 2010?  How will members live the AIESEC Experience?  What is the role of our brand? What does it mean? How can we reflect it the best?  How do you think values and behaviors changed the organization by that time?  What are the major differences of the organization in terms of results and management compared to July 2001 and July 2006? PDU 06-07 Pioneering AIESEC 2010!
  9. 9. You can have with the both teams a discussion based on 2 directions: 1. How was the current team seen by the members and what were the actions that produced that image 2. How the current team wants to be seen by the members and what actions they are going to take in order to have the desired image. 3. Joint Strategic and Structural Transition This is where you are trying to build the capacity of the incoming executive board to play their overall strategic and functional roles. A. Information:  Take the incoming team through an analysis of every key area: what worked, what d i ’ w ork, w h at w e w ou l ch an g e from w h at w e di th i l dn t d d s ast year.  What are the priorities for each month of the year on a generic sense based on your experience last year?  W h at i th e cu rren tl real ty of each area i th e LC /M C (i cl di g T N ’ s y i n n u n s, contacts, S N ’ m em bers, acti ty l s, vi evel s)?  What structure did you use last year and what was good and bad about it?  Give an overview of every portfolio, and try to build the cross-functional capacity of all of the incoming team leaders. B. Discussion to have: In this section you should be discussing major strategies. These should be the overall things that the LC/MC will be doing, and the main aspects of what it needs to do over the next year.  Based on your vision discussion, what results is the LC going to have achieved by 2008?  What is your LC/MC culture going to be like, and how are you going to create that culture?  What strategies/activities will you use to reach those results in the LC/MC for the next year?  What are the main priorities, month to month, for the coming year? 5. The role and operation of the team A. Information:  What role did the outgoing team play this last year, what you would change about the role you played?  How did you interact with the LCs/teams and the LCPs/VPs?  What were challenges and successes of how the team worked (i.e. within the team)? PDU 06-07 Pioneering AIESEC 2010!
  10. 10. B. Discussions to have:  What should the role of the team be over the next year, how can you make it really performing in a short period of time?  What strategies will you employ to create a sense of unity, even though AIESEC is present in different universities/local communities? 6. One to one transition Information:  Discussions based on Job Descriptions, related with the responsibilities and roles of all the MC/EB members Please check the Knowledge management document attached with the toolkit PDU 06-07 Pioneering AIESEC 2010!

×