The document discusses talent retention and productivity within AIESEC. It outlines the Team Member Programme and Team Leader Programme, which aim to develop and retain talent. Key aspects covered include team minimums, processes for implementation, and ensuring accountability. Talent productivity is defined as the ratio of outputs to inputs, and the goal is to maximize the difference between the value of outputs and inputs through efficient production processes. The document stresses defining timelines, roles and tracking for initiatives to promote talent retention and development within AIESEC.

1. Talent Productivity & Retention
AIESEC Kolkata | LCVP TM Transitions from 2014 to 2015
Part 3

2. Recap

3. EwA
GET
ELD
KEEP
DEVELOP
LLC
EXITS
ALUMNI

4. ELD
KEEP
DEVELOP

5. The Principle of KEEP

6. The Principle of KEEP
Retention
of our
People

7. The Principle of KEEP
Employee retention refers to the ability of an organization to retain
its employees. Employee retention can be represented by a simple
statistic (for example, a retention rate of 80% usually indicates that
an organization kept 80% of its employees in a given period).
However, many consider employee retention as relating to the efforts
by which employers attempt to retain employees in their workforce.
In this sense, retention becomes the strategies rather than the
outcome.

8. The Principle of KEEP
In the context of AIESEC
Team Member
Programme
Team Leader
Programme
TM & GIP
TM & GCDP
TM & BO
Team
Minimums
TM Process
Implementation

9. The Principle of KEEP
In the context of AIESEC
Team Member
Programme
Team Leader
Programme
TM & GIP
TM & GCDP
TM & BO
Team
Minimums
TM Process
Implementation

10. The Principle of KEEP
In the context of AIESEC
Team Member
Programme
Team Leader
Programme
TM & GIP
TM & GCDP
TM & BO
Team
Minimums
TM Process
Implementation

11. The Principle of KEEP
In the context of AIESEC
Team Member
Programme
Team Leader
Programme
TM & GIP
TM & GCDP
TM & BO
Team
Minimums
TM Process
Implementation

12. The Principle of KEEP
Deliver What you Promise
TMP
Starting the path towards
Leadership Dev.
Practical Team XP
Global Network
Practical Hard Skill Dev Projects
TLP
Personal & professional Dev
Team Building & Management
Directing other Members

13. Team Member Programme
What do I need to be aware
of?
Team
Principles
Team
Minimums
Start Stop
Continue
TMP
Minimum
Promises

14. Team Member Programme
Team Principles

15. Team Member Programme
Team Minimums

16. Team Member Programme
Team Minimums

17. Team Member Programme
Start Stop Continue
Frame
it!

18. Team Member Programme
TMP Minimum
Promises
HR Policy
AIESEC Indonesia
TMP Minimum
Promise
JD

19. The Principle of KEEP
Deliver What you Promise
TMP
Starting the path towards
Leadership Dev.
Practical Team XP
Global Network
Practical Hard Skill Dev Projects
TLP
Personal & professional Dev
Team Building & Management
Directing other Members

20. Team Leader Programme
What do I need to be aware
of?
Team
Principles
Team
Minimums
Start Stop
Continue
TLP Minimum
Promises

21. Team Leader Programme
Team Principles
Already
Discussed ;)

22. Team Leader Programme
Team Minimums
Driving Team
Minimums as a
Behavior

23. Team Member Programme
Start Stop Continue
Frame
it!

24. Team Member Programme
TLP Minimum
Promises
HR Policy
AIESEC Indonesia
TLP Minimum
Promise
JD

25. The Principle of KEEP
In the context of AIESEC
Team Member
Programme
Team Leader
Programme
TM & GIP
TM & GCDP
TM & BO
Team
Minimums
TM Process
Implementation

26. The Principle of KEEP
In the context of AIESEC
Team Member
Programme
Team Leader
Programme
TM & GIP
TM & GCDP
TM & BO
Team
Minimums
TM Process
Implementation

27. The Principle of KEEP
In the context of AIESEC
Team Member
Programme
Team Leader
Programme
TM & GIP
TM & GCDP
TM & BO
Team
Minimums
TM Process
Implementation
Will be discussed
during Talent
Productivity

28. The Principle of KEEP
In the context of AIESEC
Team Member
Programme
Team Leader
Programme
TM & GIP
TM & GCDP
TM & BO
Team
Minimums
TM Process
Implementation

29. Team Minimums
Key Things
to
remember
Timelines &
Objectives
• Refer to the PDF for
Timelines
• Understand the
objectives yourself
first. Clarify with
LCP & MC
Education/Roles &
Responsibility
Allocation
• Education to the
EB/MB & LCP
• Define the Roles &
Responsibilities of
Team Minimums
during Education
Accountability
•A system of
accountability where
the TMP holds the TLP
accountable for the
delivery of TXP
•A system of
accountability where
the EB & LCP report to
you on the status on
Team Minimum
Education
Tracking
• Systematic & easy
• Output oriented
Tracking

30. Team Minimums
Key Things
to
remember
Timelines &
Objectives
• Refer to the PDF for
Timelines
• Understand the
objectives yourself
first. Clarify with
LCP & MC
Education/Roles &
Responsibility
Allocation
• Education to the
EB/MB & LCP
• Define the Roles &
Responsibilities of
Team Minimums
during Education
Accountability
•A system of
accountability where
the TMP holds the TLP
accountable for the
delivery of TXP
•A system of
accountability where
the EB & LCP report to
you on the status on
Team Minimum
Education
Tracking
• Systematic & easy
• Output oriented
Tracking

31. Team Minimums
Key Things
to
remember
Timelines &
Objectives
• Refer to the PDF for
Timelines
• Understand the
objectives yourself
first. Clarify with
LCP & MC
Education/Roles &
Responsibility
Allocation
• Education to the
EB/MB & LCP
• Define the Roles &
Responsibilities of
Team Minimums
during Education
Accountability
•A system of
accountability where
the TMP holds the TLP
accountable for the
delivery of TXP
•A system of
accountability where
the EB & LCP report to
you on the status on
Team Minimum
Education
Tracking
• Systematic & easy
• Output oriented
Tracking
Aim for 100%
Implementation of Team
Minimums

32. Team Minimums
Key Things
to
remember
Timelines &
Objectives
• Refer to the PDF for
Timelines
• Understand the
objectives yourself
first. Clarify with
LCP & MC
Education/Roles &
Responsibility
Allocation
• Education to the
EB/MB & LCP
• Define the Roles &
Responsibilities of
Team Minimums
during Education
Accountability
•A system of
accountability where
the TMP holds the TLP
accountable for the
delivery of TXP
•A system of
accountability where
the EB & LCP report to
you on the status on
Team Minimum
Education
Tracking
• Systematic & easy
• Output oriented
Tracking
Create a Team Minimum Implementation &
Education Plan during Planning Days*
Implement Team Minimums within EB First
*Work with EB & LCP

33. The Principle of KEEP
In the context of AIESEC
Team Member
Programme
Team Leader
Programme
TM & GIP
TM & GCDP
TM & BO
Team
Minimums
TM Process
Implementation

34. TM Process Implementation
Key Things
to
remember
Timelines &
Objectives
• Set up Timelines
during Planning
• Understand the
objectives yourself
first. Clarify with
LCP & MC
Education/Roles &
Responsibility
Allocation
• Education to the
EB/MB & LCP
• Define the Roles &
Responsibilities of
the Process during
Education
Accountability
•A system of
accountability where
the TMP holds the TLP
accountable for the
delivery of TXP
•A system of
accountability where
the EB & LCP report to
you on the status of the
Process Implemented
Tracking
• Systematic & easy
• Output oriented
Tracking

35. TM Process Implementation
Eg:
Reallocation
Timelines &
Objectives
• Post MB
Announcements
• Obj: Higher TMP
Retention
Education/Roles &
Responsibility
Allocation
• Education at EBM
• Responsible for
making the
application is VP
TM, responsible for
driving down the
same is the EB,
responsible for
taking interviews is
MB
Accountability
•EB needs to report to
the VP TM on status of
the same post
Applications are out
•MB needs to report to
VP TM on status of
interviews
Tracking
• Tracking is done on
Membership Tracker
• Reallocation results
will be announced
in GBM

36. Eg:
Reallocation
Timelines &
Objectives
• Post MB
Announcements
• Obj: Higher TMP
Retention
Education/Roles &
Responsibility
Allocation
• Education at EBM
• Responsible for
making the
application is VP
TM, responsible for
driving down the
same is the EB,
responsible for
taking interviews is
MB
Accountability
•EB needs to report to
the VP TM on status of
the same post
Applications are out
•MB needs to report to
VP TM on status of
interviews
Tracking
• Tracking is done on
Membership Tracker
• Reallocation results
will be announced
in GBM
As You can see, Team
Minimum Implementation is in
itself a TM Process

37. Eg:
Reallocation
Timelines &
Objectives
• Post MB
Announcements
• Obj: Higher TMP
Retention
Education/Roles &
Responsibility
Allocation
• Education at EBM
• Responsible for
making the
application is VP
TM, responsible for
driving down the
same is the EB,
responsible for
taking interviews is
MB
Accountability
•EB needs to report to
the VP TM on status of
the same post
Applications are out
•MB needs to report to
VP TM on status of
interviews
Tracking
• Tracking is done on
Membership Tracker
• Reallocation results
will be announced
in GBM
TM Process Implementation
can also lead to higher LnD
[Develop]

38. Eg:
Reallocation
Timelines &
Objectives
• Post MB
Announcements
• Obj: Higher TMP
Retention
Education/Roles &
Responsibility
Allocation
• Education at EBM
• Responsible for
making the
application is VP
TM, responsible for
driving down the
same is the EB,
responsible for
taking interviews is
MB
Accountability
•EB needs to report to
the VP TM on status of
the same post
Applications are out
•MB needs to report to
VP TM on status of
interviews
Tracking
• Tracking is done on
Membership Tracker
• Reallocation results
will be announced
in GBM
Define TM Process during Planning
Days
[Along with Recruitment Planning
& Team Minimum
Implementation]

39. The Principle of KEEP
In the context of AIESEC
Team Member
Programme
Team Leader
Programme
TM & GIP
TM & GCDP
TM & BO
Team
Minimums
TM Process
Implementation

40. Moving
to
Develop

41. The Principle of Develop
Talent
Productivity

42. The Principle of Develop
Talent
Productivity
Productivity is an average measure of the efficiency of production. It can be
expressed as the ratio of output to inputs used in the production process,
i.e. output per unit of input.
When all outputs and inputs are included in the productivity measure it is
called total productivity. Outputs and inputs are defined in the total
productivity measure as their economic values. The value of outputs minus
the value of inputs is a measure of the income generated in a production
process. It is a measure of total efficiency of a production process and as
such the objective to be maximized in production process.

43. The Principle of Develop
In the context of AIESEC
Team Member
Programme
Team Leader
Programme
TM & GIP
TM & GCDP
TM & BO
Learning &
Development
Other Models of
LnD

44. The Principle of Develop
In the context of AIESEC
Team Member
Programme
Team Leader
Programme
TM & GIP
TM & GCDP
TM & BO
Learning &
Development
Other Models of
LnD

45. The Principle of Develop
Learning &
Development
LEAD Learning
Personal
Development

46. LEAD Learning
Personal
Development
Refer to PDF

47. The Principle of Develop
Where does
LnD Take us?
Productivity

48. The Principle of Develop
Performance
& Productivity
Present the Output
Use people analytics to calculate
Understand the concept

49. Performance
& Productivity
Present the Output
Use people analytics to calculate
Understand the concept
Understand Productivity (Hacking TM)
Understand FO BO (NSC Comm
Output)

50. Performance
& Productivity
Present the Output
Use people analytics to calculate
Understand the concept
Use Sample PA’s
Refer to HR Business Intelligence

51. Present the Output
Use people analytics to calculate
Understand the concept
At EBM/MBM/GBM
Refer to talent review

52. The Principle of Develop
Where does
LnD Take us?
Productivity

53. The Principle of Develop
Journey
Assessment
Refer to Membership Mapping xls
Refer to Personal Development

54. The Principle of Develop
In the context of AIESEC
Team Member
Programme
Team Leader
Programme
TM & GIP
TM & GCDP
TM & BO
Learning &
Development
Other Models of
LnD

55. In the context of AIESEC
Team Member
Programme
Team Leader
Programme
TM & GIP
TM & GCDP
TM & BO
Learning &
Development
Other Models of
LnD
Why is this important?

56. The Principle of Develop
TM Synergy
TM & GIP
•What are the major Local &
National GIP Projects?
•What is the new GIP Process
Flow
•How is TM working in synch with
GIP?
•Are you running TM projects like
EP LEAD, EP Journal, EP
minimums , Programme based
Recruitment etc based on the
same? Etc
•Are you reviewing GIP Plans &
Timelines
•Does your VP GIP think like a
VP TM?
TM & GCDP
•What are the major Local &
National GCDP Projects?
•What is the new GCDP Process
Flow
•How is TM working in synch with
GCDP?
•Are you running TM projects like
EP LEAD, EP Journal, EP
minimums , Programme based
Recruitment etc based on the
same? Etc
•Are you reviewing GCDP Plans &
Timelines
•Does your VP GCDP think like a
VP TM?
TM & Backoffice
•TM & Marketing- Recruitments,
Branding, External
Opportunities for members
•TM & CIM- Business Intelligence,
Tracking
•TM & F- Investments & ROI from
membership. Use membership
as a means to earn revenue by
paying off recon fees as every
member does exchange
•TM & BD- External
Opportunities for members
•TM & Expansions- running TM in
expansion units

57. TM & GIP
•What are the major Local &
National GIP Projects?
•What is the new GIP Process
Flow
•How is TM working in synch with
GIP?
•Are you running TM projects like
EP LEAD, EP Journal, EP
minimums , Programme based
Recruitment etc based on the
same? Etc
•Are you reviewing GIP Plans &
Timelines
•Does your VP GIP think like a
VP TM?
TM & GCDP
•What are the major Local &
National GCDP Projects?
•What is the new GCDP Process
Flow
•How is TM working in synch with
GCDP?
•Are you running TM projects like
EP LEAD, EP Journal, EP
minimums , Programme based
Recruitment etc based on the
same? Etc
•Are you reviewing GCDP Plans &
Timelines
•Does your VP GCDP think like a
VP TM?
TM & Backoffice
•TM & Marketing- Recruitments,
Branding, External
Opportunities for members
•TM & CIM- Business Intelligence,
Tracking
•TM & F- Investments & ROI from
membership. Use membership
as a means to earn revenue by
paying off recon fees as every
member does exchange
•TM & BD- External
Opportunities for members
•TM & Expansions- running TM in
expansion units
Because how will you DEVELOP
AIESEC, if you are not 100% clear of
how our programmes run, and how
you can run with it? ;)

58. The Principle of Develop
In the context of AIESEC
Team Member
Programme
Team Leader
Programme
TM & GIP
TM & GCDP
TM & BO
Learning &
Development
Other Models of
LnD

59. In the context of AIESEC
Team Member
Programme
Team Leader
Programme
TM & GIP
TM & GCDP
TM & BO
Learning &
Development
Other Models of
LnD

60. The Principle of Develop
Other Models
of LnD
GCM GLE IJ OJ
TM &
LnD
Model

61. The Principle of Develop
Other Models
of LnD
LDM

62. LDM
Check
Resource
Hub!

63. The Principle of Develop
In the context of AIESEC
Team Member
Programme
Team Leader
Programme
TM & GIP
TM & GCDP
TM & BO
Learning &
Development
Other Models of
LnD

64. In the context of AIESEC
Team Member
Programme
Team Leader
Programme
TM & GIP
TM & GCDP
TM & BO
Learning &
Development
Other Models of
LnD
Overall Productivity is Affected by:
1) Not enough people/too many people
(OS/Capacity/Retention issues)
2) I don’t want to do it (Bad Team XP,
Team Minimums)
3) I don’t know how to do it (Learning &
Development)

65. In the context of AIESEC
Team Member
Programme
Team Leader
Programme
TM & GIP
TM & GCDP
TM & BO
Learning &
Development
Other Models of
LnD
Hence, use the data wisely & smartly
(refer to)
-HR Business Intelligence
-Doing cool stuff with my data

66. The Principle of KEEP
In the context of AIESEC
Team Member
Programme
Team Leader
Programme
TM & GIP
TM & GCDP
TM & BO
Team
Minimums
TM Process
Implementation

67. In the context of AIESEC
Team Member
Programme
Team Leader
Programme
TM & GIP
TM & GCDP
TM & BO
Team
Minimums
TM Process
Implementation

68. Talent Productivity & Retention
AIESEC Kolkata | LCVP TM Transitions from 2014 to 2015
End of Part 3