A brief guide to LCVPTMs abt how to do talent planning properly and ensure HR sustainability in AIESEC Vietnam.

1. talent planning (n.) the process of calculating
how many more dummies will come
to make AIESEC even dummier 

2. 




3. 1.
Do SWOT (and optionally PEST) analysis for your LC;
2.
Review key achievements, key bottlenecks and key learning points of last term/batch;
3.
Create a vision of where you want to go; LCP
4.
Define LC exchange goal;
5.
Break that goal down in 4 programs e.g.. oGCDP, oGIP, iGCDP, iGIP; LCP
6.
Break down the goal of each program’s into projects’:
LCP
LCP
LCP
LCP
VP function/OCP
–
Define total number of projects in a 12-month basis;
–
Allocate them into a 12-month timeline;
–
Define exchange contribution of each project based on its project model;
7.
Define exchange pipeline & key strategies for each program/project;
8.
Define OC structure and JDs.
VP function/OCP
Main role
VPTM
Supporting role
VP function/OCP
LCP

4. •
Talent review can only be done after OCP recruitment & LC reallocation.
•
Look at database of the past 6-12 months to review:
–
Age structure: refers to clustering members based on their year of study. In general,
freshmen are passionate and energetic but inexperienced. Their learning capacity and
commitment to AIESEC are high; however, chances are they cannot deal with difficult tasks
due to lack of experience. Somophores and junior students, on the other hand, may
probably be less “high” but certainly their social awareness and set of skills are much higher
than freshmen’s. This cluster also has the highest chance of taking strategic leadership
positions such as LCP and LCVP. Senior students, often in their final year, are quite busy
with their graduation or internship outside; thus, they cannot devote much time to AIESEC
any more. They are going to leave LC soon, to apply for MC or simply to start their postAIESEC life. Therefore, among these clusters, the one of somophores and junior students
should account for the largest portion (e.g.. 60-70% LC total population), while the one of
freshmen should account for maximum 10%, and the rest goes to the other one.

5. –
Member efficiency: counted over a particular period of time, e.g.. 6 months, 12 months,
etc.
Member efficiency, based on past data, tells us the minimum number of people required to
achieve exchange goal.
–
12-month retention rate: refers to number of members recruited same time last year who
are still active. For example, there are 20 members recruited in Spring recruitment 2013. By
the time of Spring recruitment 2014, 2 of them have already left and 1 is inactive. Thus, 12month retention rate equals (20-2-1)/20 = 85%.
–
Function-based talent allocation : Total number of members & leaders in supporting
functions should NOT exceed 50% total number of members & leaders in eXchange
functions.

6. General principles:
1
Exchange
goal
2
Number of
jobs required
3
No of job
vacancies
No of members
inactive/LLC in the
next 6 months
4
Number #A
12-month functional
retention rate
Member
efficiency
Number of
jobs required
No of jobs already taken
by current members (after
LC reallocation)
No of job
vacancies
No of members / leaders
pipeline for prospective
projects & positions in
the next 6 months
1.1
Number of EP
reintegrated in
next 6 months
Number #A
Number of new
members to recruit

7. •
•
•
•
•
•
•
Define competency profile required for each position.
Based on the desired LC age structure, define how many new members in each year-of-study
cluster to recruit. Note that LC age structure is different in spring and in autumn.
Define target universities and/or majors to ensure a good and diverse mixture of talent.
Calculate total number of members and leaders in each function to see whether function-based
talent allocation criteria is satisfied or not. If not, consider an adjustment in talent planning of
either exchange/supporting teams.
Collect relevant documents, e.g.. written JDs for new members, competency profile for each
position, etc.
Set expectation in EB about the priority order in allocating new members to avoid conflicts later.
Priority should be given to programs/functions of focus or of urgent needs. This step should be
taken charge by LCVPTM and facilitated by LCP. Besides, predict solutions for the case of
attracting lower number of candidates than expected and the case of exceeding number of
potential candidates than planned.
Done! Congratulations 

8. •
•
•
•
•
•
•
•
Q: Why 1.1?
A: After calculating based on facts and data, we add 10% more to the goal to prevent unexpected
problems which leads to leak-out.
Q: How long does talent planning take?
A: Maximum 2-3 weeks, including 1 week for strategic exchange planning & 1 week for TMP/TLP
planning.
Q: I have recruited enough number of newbies as planned. I expect they perform right after
recruitment, but they do not. Why is it?
A: It takes at least 1 month for induction and 2-3 months for newbies to adapt, learn and start
performing. Thus, please do NOT expect that new members can perform right after recruitment. If you
need well-performing members, recruit them at least 4 months in advance.
Q: Who are the key people involved in talent planning in EB level?
A: Talent planning requires a mutual effort of LCVPTM & LCP. For instance, LCVPTM is responsible for
(i) training LCVPs and OCPs how to write JDs and how to calculate the number of new members
needed for their team, (ii) collecting and storing written JDs of all functions, (iii) giving feedback to team
leaders regarding their talent plan (e.g.. whether the proposed number is reasonable, whether they
should recruit more or less new members to serve their goal, etc.), and (iv) do final check (Step #4
above) to ensure HR sustainability. Meanwhile, LCP plays the facilitating role by giving insights from
exchange plan and supervising the process in general.

9. •
•
•
Job Description library:
– Version for EWA (En & Vi);
– Version for TMP/TLP (En);
Talent planning template;
Local TMP/TLP database;

10. Please, conduct the talent planning for 12 months and plan strategies to have the right people on the
right positions throughout the term, basing on the data:
•
Every OC team in oGCDP and oGIP has 5 OC members and 1 OCP. There are 2 marketing
responsible, 2 exchange process responsible and 1 logistics responsible.
•
Every OC team in iGCDP has 1 OCP and 5 OC members responsible for: ERx1, eXchange x1,
Marketing x2, Finance & Logistics x1.
•
Every OC team in iGIP has 1 OCP and OC members responsible for: Sales x3, Matching x2.
•
It's January 2014 now. Retention rate (calculated from the beginning till the end of the OC team
duration) is 85%. Currently, you have 4 projects running in iGCDP, 2 in iGIP, 3 in oGCDP and 1 in
oGIP. You also have 5 senior members working with LCVP Marketing directly. Expected
retention rate until May 2014 is 50%. You have 2 senior members working with LCVP Finance.
They finish their studies in May and will leave. You have 5 senior sales members. The expected
retention rate in that team until June 2014 is 60%. You have 3 senior members working with your
VP TM. 1 will leave in April and 1 will leave in June. Productivity in oGCDP is 6X per member, 2X
per member in oGIP, 6X per member in iGCDP, 2X per member in iGIP.

11. •
•
You want to maintain the current number of members in the supporting function
teams by allocating new people after leak out. In Winter you organize a national
conference. New EB election happens in November. In September you plan to start
3 new SUs.
Do the talent planning to achieve the goals stated below:
– oGCDP: 100 realizations in the summer peak, 40 realizations in the autumn
(Sept-Nov), 60 realizations in the winter peak (Dec-Feb);
– iGCDP: 80 re in the summer peak, 40 re in the autumn, 70 re in the winter peak;
– iGIP: 30 re in the March-April wave, 30 re in the autumn wave;
– oGIP: 15 re in Q1+Q2, 25 re in the winter peak;

12. 

13. •
•
Assume that we have done with OCP recruitment and LC reallocation.
Step #1: Analyze exchange goals.
Exchange goals: oGCDP: 100 realizations in the summer peak, 40 realizations in the
autumn (Sept-Nov), 60 realizations in the winter peak (Dec-Feb); iGCDP: 80 re in the
summer peak, 40 re in the autumn, 70 re in the winter peak; iGIP: 30 re in the
March-April wave, 30 re in the autumn wave; oGIP: 15 re in Q1+Q2, 25 re in the
winter peak.
Key steps for each program:
1. Create exchange pipeline for each program.
2. Break down program goal into projects’ contribution.
3. Analyze OC structure, JDs and competency profile required for each position.

14. –
We start with oGCDP:
•
Create exchange pipeline for oGCDP:

15. •
Break down into oGCDP projects:

16. •
Analyze OC structure, JDs and competency profile required for each position:
•
Each OC team in oGCDP has 1 OCP & 5 OC members, including 2 OC Marketing, 1
OC IR, 1 OC Customer service & 1 OC Finance & logistics.
•
There is 1 SU for oGCDP. SU has 1 SUP, 1 SUVP Marketing, 1 SUVP OGX and 3
OGX members, including 2 OC Customer service & 1 OC Finance & logistics.
•
Competency profile required:
•
Marketing: Innovation, Detail orientation, Commitment to results
•
IR: Detail orientation, Analytical thinking, Commitment to results
•
Customer service: Communication, Emotional intelligence, Stakeholder focus
•
Finance & logistics: Detail orientation, Analytical thinking, Communication

17. –
After that, we move to iGCDP:
•
Create exchange pipeline for iGCDP:

18. •
Break down into iGCDP projects:

19. •
Analyze OC structure, JDs and competency profile required for each position:
•
There are 2 SUs for iGCDP.
•
Each SU/OC team in iGCDP has 1 SUP/OCP and 5 SU/OC members, including 1
OCER, 1 OC eXchange, 2 OC Marketing and 1 OC Finance & logistics.
•
Competency profile required:
•
ER: Stakeholder focus, Influence & negotiation, Commitment to results
•
Marketing: Innovation, Detail orientation, Commitment to results
•
Exchange: Communication, Emotional intelligence, Stakeholder focus
•
Finance & logistics: Detail orientation, Analytical thinking, Communication

20. –
Then, we move to iGIP:
•
Create exchange pipeline for iGIP:

21. •
Break down into iGIP projects:

22. •
Analyze OC structure, JDs and competency profile required for each position:
•
Each OC team in iGIP has 1 OCP and 5 OC members, including 3 OCER and 2 OC
Matching.
•
Competency profile required:
•
ER: Stakeholder focus, Influence & negotiation, Commitment to results
•
Matching: Commitment to results, Innovation, Communication

23. –
Then, we move to oGIP:
•
Create exchange pipeline for oGIP:

24. •
Break down into oGIP projects:

25. •
Analyze OC structure, JDs and competency profile required for each position:
•
Each OC team in oGIP has 1 OCP & 5 OC members, including 2 OC Marketing, 1 OC
IR, 1 OC Customer service & 1 OC Finance & logistics.
•
Competency profile required:
•
Marketing: Innovation, Detail orientation, Commitment to results
•
IR: Detail orientation, Analytical thinking, Commitment to results
•
Customer service: Communication, Emotional intelligence, Stakeholder focus
•
Finance & logistics: Detail orientation, Analytical thinking, Communication

26. –
Finally, we will host National conference in winter (e.g.. January 2015).
•
OC is formed at May 2014.
•
OC structure:
1 Y2B Agenda
manager
1 OCVP Y2B
3 OCER
1 OC IPD
1 OC EPD
OCP
1 OC Finance
1 OC Logistics
•
Competency profile required:
•
ER: Stakeholder focus, Influence & negotiation, Commitment to results
•
EPD/IPD: Innovation, Commitment to results, Communication, Stakeholder focus
•
Finance / Logistics: Detail orientation, Analytical thinking
•
Agenda manager: Innovation, Stakeholder focus, Influence & Negotiation

27. •
Step #2: Review talent pool

28. •
Step #2: Review talent pool
– Retention rate of X teams is acceptable (85%) but retention rate of S(upporting)
teams is low (0-60%).
– Total number of people working in X teams (58) equals 3.87 times total number
of people working in S teams (15), which indicates good resource allocation.
– Member efficiency:

29. •
Step #3: Calculate number of new members to recruit.
– As assumed, we have done with OCP recruitment & LC reallocation. We now
proceed to calculate talent needs only for TMP positions.
– For simplification, assume that all OCs serving summer peak will start in January
2014 and end in July 2014, and all OCs serving autumn and/or winter peak will
start in July 2014 and end in Feb 2015.
– We calculate talent needs for X teams based on member efficiency and
exchange goal, while for S teams based on the given assumption that “You
want to maintain the current number of members in the supporting function
teams by allocating new people after leak out”. Thus, we will separate
calculation for X teams and for S teams.

30. •
Step #3: Calculate number of new members to recruit.
– For summer peak:
• oGCDP: We need 18 people (15 members + 3 OCPs) for 3 OCs serving summer peak (e.g..
oGCDP 1, oGCDP 2, oGCDP 3). 3 current projects provides 18 people, indicating that we have
enough people for oGCDP.
• iGCDP: Giving the same reasoning as oGCDP, we have enough people for iGCDP summer peak
(Summer camp, GPC 1, Vietnam 3D & NPO 1).
• iGIP: Giving the same reasoning as oGCDP, we have enough people for iGIP Mar-Apr peak
(TEACH 1 & GROW 1).
• oGIP: Giving the same reasoning as oGCDP, we have enough for oGIP summer peak (OC oGIP
1).
• Supporting functions: For period May-Jul 2014, each supporting team needs 2-3 new members
to replace senior members who will leave around May. Thus, we will count 3 new members for
MarCom, 2 for Finance, 2 for BD and 2 for TM.
• OC NatCo: As all senior members are allocated in either X or S teams, there is no one left for OC
NatCo except for OCP who is already selected. Thus, we will recruit 9 new members for OC
NatCo.

31. •
Step #3: Calculate number of new members to recruit.
– For autumn & winter peak:
• oGCDP: We need 18 people for 3 OCs serving autumn & winter peak (e.g.. oGCDP 3, oGCDP 4,
SU). In Jul 2014, we will have only 16 people. Thus, we need to recruit 2 new members for
oGCDP in Spring recruitment so that they have enough time to learn and develop as preparation
for autumn & winter peak.
• iGCDP: We need 24 people for 4 OCs serving autumn & winter peak (e.g.. GPC 2, SU X, SU Y &
NPO 2). In Jul 2014, we will have only 21 people. Thus, we need to recruit 3 new members.
• iGIP: We need 18 people for 3 OCs serving autumn wave (e.g.. TEACH 2, GROW 2, CONNECT).
In Jul 2014, we will have only 11 people. Thus, we need to recruit 7 new members.
• oGIP: We need 6 people for OC oGIP 2 to serve winter peak. In Jul 2014, we will have only 5
people. Thus, we need to recruit 1 new member.
• Supporting functions: We have counted new members for S teams in the above part of “summer
peak”, and the number of members remain the same all year round for each supporting function.
• LCEB election & selection: Effect of this activity will be reflected in July planning, not now.

32. •
Step #3: Calculate number of new members to recruit.
– Adding up talent needs for the next 12 months, we need to recruit 31 new members, including:
• 3 new members for MarCom;
• 2 new members for Finance;
• 2 new members for BD;
• 2 new members for TM;
• 9 new members for OC NatCo;
• 2 new members for oGCDP;
• 3 new members for iGCDP;
• 7 new members for iGIP;
• 1 new member for oGIP;
– To protect ourselves from unforeseen problems which lead to leak-out, we add 10% to the above
number. Thus, we will adjust the goal into 34 new members to recruit.
– Given no information about the number of reintegrated returnees, we consider this number is zero.
Therefore, 34 is the final number of new members to recruit at Spring recruitment 2014.

33. •
Step #4: Do final check.
– Define competency profile of recruiting positions as criterion to assess
candidates;
– Decide target segments, including years of study, universities and majors;
– Function-based talent allocation criteria is satisfied (checked!).
– Contact LCVPs/OCPs to collect relevant documents.
– Set expectation in EB about priority order in getting new members and propose
solution for different cases, e.g.. recruiting only 25 instead of 34. Discuss to see
which teams may cover 3 “extra” members.

34. 