iGCDP (MC)
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This document provides guidance on talent capacity for different experience levels, from beginner to mature. It directs the user to check multiple guides for learning communities, capacity, and the main presentation. Specific actions are listed for each experience level to help users at beginner, intermediate, advanced, and mature stages.
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oGIP (MC)
This document discusses talent capacity and provides steps for general actions related to talent capacity. It recommends that the managing company facilitate sharing of best practices and prevention of common failures to create a better collaboration environment for learning companies. The document contains guides for checking capacity of learning companies and reviewing the managing company guide.
iGIP (MC)
This document provides guidance on talent capacity for multiple categories. It outlines 3 steps to check guides for learning centers, capacity, and a general MC guide. The document also lists structures for country partnership delivery with a focus on strong synergy across organizational development, global impact programs, talent management, and marketing.
How Do I Implement This Output
This document provides guidance for MCVPs and LCVPs on next steps following a Talent Capacity Strategic Meeting in September 2013. For MCVPs, it recommends arranging meetings to discuss feedback on capacity, learning and development, and potential synergies. It also suggests clustering LCs by performance, comparing structures to suggestions, and implementing customized transition plans. For LCVPs, it advises reviewing the outputs, finding the right cluster, and discussing any unclear points with MCVPs to create implementation plans. Finally, it outlines potential synergies between iGCDP/oGCDP functions and other teams like Marketing, TM, and OD.
iGCDP (L&D)
This document provides an overview of various learning topics related to AIESEC's products and processes. It is organized into different levels from basic to advanced. The topics covered include product knowledge, exchange processes, supply and demand management, inner and outer journey, customer experience management, issue-based segmentation, cross-cultural communication, customer loyalty for students, sales training, national projects, project management, country-to-country partnerships, showcasing and promoters, business model, product development, sales development, CRM management, buddy and host program, crisis management, LC-to-LC partnerships, promoters strategy, associate membership, and integrated exchanges. For each topic, the content, objectives, and target audience are described.
How Do I Implement This Output
This document provides guidance for various roles on implementing changes to improve talent capacity for growth and impact programs (GIP). It suggests that marketing, operations development (OD), and talent management (TM) collaborate with GIP teams. Specifically, it recommends they coordinate on activities like co-creating team structures, education programs, and marketing campaigns to better leverage their respective expertise and synergies. The roles are advised to review output from a strategic meeting on talent capacity and have follow-up discussions on integrating and transitioning their teams based on the suggestions.
Reallocation
The document discusses reallocating members internally to fulfill membership needs across programs and processes. It involves a few key steps:
1. The VP of Talent Management does talent planning to identify membership crunches or excesses across programs and matches internal talents' skills to other opportunities.
2. An application process is used to reallocate members based on criteria like performance reviews and competencies. Members apply by outlining their competencies, desired experiences, and plans for the new position.
3. Final allocations are made and members transition to their new programs before the next cycle with brief training. Reallocation aims to increase the value of the talent management experience for members and organization.
oGCDP (MC)
This document provides guidance on talent capacity for managing consultants (MC) by defining four levels - beginner, intermediate, advanced, and mature. It directs the user to check learning guides and capacity guides for additional details on steps and actions at each level. The levels progress from basic individual actions for beginners to advanced strategic and leadership abilities for the mature level.
Recommended
oGIP (MC)
This document discusses talent capacity and provides steps for general actions related to talent capacity. It recommends that the managing company facilitate sharing of best practices and prevention of common failures to create a better collaboration environment for learning companies. The document contains guides for checking capacity of learning companies and reviewing the managing company guide.
iGIP (MC)
This document provides guidance on talent capacity for multiple categories. It outlines 3 steps to check guides for learning centers, capacity, and a general MC guide. The document also lists structures for country partnership delivery with a focus on strong synergy across organizational development, global impact programs, talent management, and marketing.
How Do I Implement This Output
This document provides guidance for MCVPs and LCVPs on next steps following a Talent Capacity Strategic Meeting in September 2013. For MCVPs, it recommends arranging meetings to discuss feedback on capacity, learning and development, and potential synergies. It also suggests clustering LCs by performance, comparing structures to suggestions, and implementing customized transition plans. For LCVPs, it advises reviewing the outputs, finding the right cluster, and discussing any unclear points with MCVPs to create implementation plans. Finally, it outlines potential synergies between iGCDP/oGCDP functions and other teams like Marketing, TM, and OD.
iGCDP (L&D)
This document provides an overview of various learning topics related to AIESEC's products and processes. It is organized into different levels from basic to advanced. The topics covered include product knowledge, exchange processes, supply and demand management, inner and outer journey, customer experience management, issue-based segmentation, cross-cultural communication, customer loyalty for students, sales training, national projects, project management, country-to-country partnerships, showcasing and promoters, business model, product development, sales development, CRM management, buddy and host program, crisis management, LC-to-LC partnerships, promoters strategy, associate membership, and integrated exchanges. For each topic, the content, objectives, and target audience are described.
How Do I Implement This Output
This document provides guidance for various roles on implementing changes to improve talent capacity for growth and impact programs (GIP). It suggests that marketing, operations development (OD), and talent management (TM) collaborate with GIP teams. Specifically, it recommends they coordinate on activities like co-creating team structures, education programs, and marketing campaigns to better leverage their respective expertise and synergies. The roles are advised to review output from a strategic meeting on talent capacity and have follow-up discussions on integrating and transitioning their teams based on the suggestions.
Reallocation
The document discusses reallocating members internally to fulfill membership needs across programs and processes. It involves a few key steps:
1. The VP of Talent Management does talent planning to identify membership crunches or excesses across programs and matches internal talents' skills to other opportunities.
2. An application process is used to reallocate members based on criteria like performance reviews and competencies. Members apply by outlining their competencies, desired experiences, and plans for the new position.
3. Final allocations are made and members transition to their new programs before the next cycle with brief training. Reallocation aims to increase the value of the talent management experience for members and organization.
oGCDP (MC)
This document provides guidance on talent capacity for managing consultants (MC) by defining four levels - beginner, intermediate, advanced, and mature. It directs the user to check learning guides and capacity guides for additional details on steps and actions at each level. The levels progress from basic individual actions for beginners to advanced strategic and leadership abilities for the mature level.
TC Model
The document discusses a Talent Capacity Model that aims to increase organizational productivity by ensuring the right people are in the right places at the right time. It addresses talent capacity flows at the organizational, team, and individual levels and their connection to product-customer flows. The model focuses on placing people in the right roles with the right competencies and leadership to maximize performance. It involves optimizing organizational design and structures, as well as talent management practices like recruitment, development, and team formation. The overall goal is to enhance talent capacity throughout the organization.
oGCDP (L&D)
This document provides an overview of learning topics at different levels within AIESEC. It includes topics such as product knowledge, exchange processes, supply and demand management, cross-cultural communication, customer loyalty, and sales training for basic levels. More intermediate topics cover national programs, project management, country-to-country partnerships, and showcasing promoters' stories. Advanced levels explore product development, selection process optimization, off-peak marketing, and university relations. The most mature topics are on customer loyalty for organizations, process optimization, and developing a promoters strategy. The document outlines the content, objectives, and target audience for each learning topic level within AIESEC.
GCDP
The document discusses strategies to address bottlenecks in the Global Capacity Development Program (GCDP). It identifies key bottlenecks as talent capacity, financial sustainability, quality delivery issues, lack of market focus, copycat behavior, and unbalanced supply and demand. Potential strategies are outlined to improve talent capacity through talent program evolution and business model changes. Learning and development strategies aim to improve training, membership development, education, and leadership development. Case studies are provided to demonstrate how to identify if a problem relates more to talent capacity or learning and development issues. Next steps proposed include improving capacity through life cycle structures and learning and development through a strategic development program.
oGIP (L&D)
This document outlines topics and objectives for an AIESEC learning flow. It includes topics such as the GIP knowledge, communication and sales skills, management and leadership, and customer experience management. The objectives are designed for members, leaders, and VPs and cover understanding products, exchange processes, sales techniques, program planning and more. The learning flow is divided into different levels - All Levels, Potential, High Potential, and High Volume - with increasingly advanced topics targeted towards leaders and VPs, such as process optimization, advanced market analysis, and managing large teams and volumes of exchanges.
iGIP (L&D)
This document outlines various learning topics related to sales management, products, and the exchange process for iGIP. It includes topics such as sales management techniques, understanding iGIP's products and subproducts, and managing the entire exchange process. More advanced topics target leaders and VPs, focusing on issues like subproduct packaging, advanced market research, sales specialization, and customer relationship management. Additional "high potential" and "high volume" topics provide strategies for developing long-term customer loyalty, optimizing processes to increase results, and capitalizing on partnerships.
GIP Intro
The document discusses talent capacity driving GIP (Global In-house Centers). It mentions there is a bottleneck in talent capacity in GIP and provides a strategy for capacity and learning & development. It then provides directions on how to use clustering to find the appropriate capacity and L&D approaches based on an LC's (Location Cluster) oGIP (number of people in the GIP). It outlines next steps of developing LC structures for growth capacities and an SDP pilot program for learning & development outputs to be finalized by December.
Performance Appraisal
The document discusses performance appraisal and personal development planning. It defines a personal development plan as an ongoing process to manage learning and development through exploring opportunities, ensuring work fits circumstances, and continuously adjusting plans. Personal development plans help strengthen alignment with goals, ease retention rates, and increase applicants. Performance assessment tracks participant progress over time through goal achievement for accountability. Knowledge-skills-attitude assessment defines an organization's talent capacity development levels in these three areas to identify gaps and build learning strategies.
LEAD & Learning
The document outlines the LEAD and Learning programs at AIESEC which focus on developing soft skills and hard skills/knowledge respectively.
LEAD aims to support individual development for organizational performance through focusing on soft skills and attitudes. It follows principles of being aligned to strategic plans and customized for target groups. The program involves needs assessment, design, delivery and evaluation.
Learning focuses on developing hard skills/operational knowledge. It also involves needs assessment, design of learning cycles, and delivery and evaluation. Both programs aim to assess needs, design customized content and experiences, and evaluate outcomes through feedback and KPIs.
L&D
Learning and development (L&D) is about connecting organizational and individual needs to boost performance. It is a strategic part of an organization's operations. L&D involves developing both hard skills like analytical thinking and project management, as well as soft skills like communication, leadership, and emotional intelligence. An effective L&D framework is aligned with the organization's strategic plan, recruitment processes, and continuous delivery through various channels. Transforming an organization starts with transforming its people through L&D.
L&D KPIs
This document discusses key performance indicators (KPIs) for learning and development. It defines three KPIs: retention rate, applicants per training leadership program position, and the percentage of members categorized as new, junior, or senior based on their personal development and performance. For each KPI, the document provides details on how to measure, set goals, and analyze the KPI over time. It also discusses related processes like learning, leadership development, pipeline management, and recruitment that impact the KPIs. The overall aim is to establish effective KPIs and goals to help manage the learning and development pipeline.
Pipeline Management
This document discusses pipeline management for human resources (HR). It defines pipeline management as setting HR goals based on organizational goals, forecasting HR capacity gaps, and taking actions to address gaps. Pipeline management is important for forecasting retention rates, gaps, and learning and development (L&D) needs. The document provides steps for pipeline management: 1) clarify demanded HR based on function goals, 2) predict actual HR considering retention, 3) track and adjust monthly. It also provides strategies for when demand is less than or greater than predictions, and steps to manage team leader pipelines and L&D plans.
TMP TLP Product Packaging
The document discusses the process of product packaging for talent capacity recruitment. It involves 4 steps: 1) Understand - analyze internal KSA requirements and external market opportunities; 2) Focus - determine target student segments; 3) Customize - define value propositions through customer value canvassing; 4) Customer flow - attract, convert, and delight customers. The additional product packaging process refines the understanding and focus based on roles not fulfilled previously, and evolves the products through learning and development.
Need Based Recruitment
The document discusses strategies for need-based recruitment, including first considering reallocation and dual roles. It provides examples of mapping job needs to required knowledge, skills, and attitudes. Potential recruitment sources include an event worker database, past applicants, and reintegrating past employees. The process involves initial orientation, operational induction, selection procedures like interviews, and mapping candidates to job requirements.
IXP
This document outlines strategies for increasing capacity in the local committee (LC) by engaging exchange participants (EPs) and trainees in temporary placement programs (TMPs) or offering micro-experiences. It discusses integrating EPs before, during, and after their exchange through communication, promoting TMP opportunities, and conducting reintegration seminars. Examples provided include an EP taking a role on the operations committee team before their exchange and maintaining contact during the exchange through a monthly newsletter. The goal is to recruit EPs into TMPs upon their return through competency assessments and interviews. Micro-experiences of less than 8 weeks are also suggested if EPs cannot commit to a full TMP.
Dual Experiences
This document discusses dual-experiences or taking on multiple roles simultaneously. It notes that dual-experiences can help address a lack of capacity or need to increase capacity quickly. However, reallocation, need-based recruitment, and integrated experiences should first be considered. If dual-experiences are pursued, the workload and commitment of the candidate must be carefully evaluated. Strong tracking and support is needed from both teams to prevent overload and ensure the goals of both roles are met. Dual-experiences can provide a fast solution to capacity issues if planned and managed appropriately.
Capacity
The document discusses organizational strategy, structure, processes, and people. It addresses defining the organization's ambition and goals, designing the organizational structure and communication flows, establishing job descriptions, and ensuring the right people are recruited for the right roles. It also discusses calculating staff allocation percentages across teams, addressing goal shortfalls, and having local and national level plans to recruit and expand by December.
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TC Model
The document discusses a Talent Capacity Model that aims to increase organizational productivity by ensuring the right people are in the right places at the right time. It addresses talent capacity flows at the organizational, team, and individual levels and their connection to product-customer flows. The model focuses on placing people in the right roles with the right competencies and leadership to maximize performance. It involves optimizing organizational design and structures, as well as talent management practices like recruitment, development, and team formation. The overall goal is to enhance talent capacity throughout the organization.
oGCDP (L&D)
This document provides an overview of learning topics at different levels within AIESEC. It includes topics such as product knowledge, exchange processes, supply and demand management, cross-cultural communication, customer loyalty, and sales training for basic levels. More intermediate topics cover national programs, project management, country-to-country partnerships, and showcasing promoters' stories. Advanced levels explore product development, selection process optimization, off-peak marketing, and university relations. The most mature topics are on customer loyalty for organizations, process optimization, and developing a promoters strategy. The document outlines the content, objectives, and target audience for each learning topic level within AIESEC.
GCDP
The document discusses strategies to address bottlenecks in the Global Capacity Development Program (GCDP). It identifies key bottlenecks as talent capacity, financial sustainability, quality delivery issues, lack of market focus, copycat behavior, and unbalanced supply and demand. Potential strategies are outlined to improve talent capacity through talent program evolution and business model changes. Learning and development strategies aim to improve training, membership development, education, and leadership development. Case studies are provided to demonstrate how to identify if a problem relates more to talent capacity or learning and development issues. Next steps proposed include improving capacity through life cycle structures and learning and development through a strategic development program.
oGIP (L&D)
This document outlines topics and objectives for an AIESEC learning flow. It includes topics such as the GIP knowledge, communication and sales skills, management and leadership, and customer experience management. The objectives are designed for members, leaders, and VPs and cover understanding products, exchange processes, sales techniques, program planning and more. The learning flow is divided into different levels - All Levels, Potential, High Potential, and High Volume - with increasingly advanced topics targeted towards leaders and VPs, such as process optimization, advanced market analysis, and managing large teams and volumes of exchanges.
iGIP (L&D)
This document outlines various learning topics related to sales management, products, and the exchange process for iGIP. It includes topics such as sales management techniques, understanding iGIP's products and subproducts, and managing the entire exchange process. More advanced topics target leaders and VPs, focusing on issues like subproduct packaging, advanced market research, sales specialization, and customer relationship management. Additional "high potential" and "high volume" topics provide strategies for developing long-term customer loyalty, optimizing processes to increase results, and capitalizing on partnerships.
GIP Intro
The document discusses talent capacity driving GIP (Global In-house Centers). It mentions there is a bottleneck in talent capacity in GIP and provides a strategy for capacity and learning & development. It then provides directions on how to use clustering to find the appropriate capacity and L&D approaches based on an LC's (Location Cluster) oGIP (number of people in the GIP). It outlines next steps of developing LC structures for growth capacities and an SDP pilot program for learning & development outputs to be finalized by December.
Performance Appraisal
The document discusses performance appraisal and personal development planning. It defines a personal development plan as an ongoing process to manage learning and development through exploring opportunities, ensuring work fits circumstances, and continuously adjusting plans. Personal development plans help strengthen alignment with goals, ease retention rates, and increase applicants. Performance assessment tracks participant progress over time through goal achievement for accountability. Knowledge-skills-attitude assessment defines an organization's talent capacity development levels in these three areas to identify gaps and build learning strategies.
LEAD & Learning
The document outlines the LEAD and Learning programs at AIESEC which focus on developing soft skills and hard skills/knowledge respectively.
LEAD aims to support individual development for organizational performance through focusing on soft skills and attitudes. It follows principles of being aligned to strategic plans and customized for target groups. The program involves needs assessment, design, delivery and evaluation.
Learning focuses on developing hard skills/operational knowledge. It also involves needs assessment, design of learning cycles, and delivery and evaluation. Both programs aim to assess needs, design customized content and experiences, and evaluate outcomes through feedback and KPIs.
L&D
Learning and development (L&D) is about connecting organizational and individual needs to boost performance. It is a strategic part of an organization's operations. L&D involves developing both hard skills like analytical thinking and project management, as well as soft skills like communication, leadership, and emotional intelligence. An effective L&D framework is aligned with the organization's strategic plan, recruitment processes, and continuous delivery through various channels. Transforming an organization starts with transforming its people through L&D.
L&D KPIs
This document discusses key performance indicators (KPIs) for learning and development. It defines three KPIs: retention rate, applicants per training leadership program position, and the percentage of members categorized as new, junior, or senior based on their personal development and performance. For each KPI, the document provides details on how to measure, set goals, and analyze the KPI over time. It also discusses related processes like learning, leadership development, pipeline management, and recruitment that impact the KPIs. The overall aim is to establish effective KPIs and goals to help manage the learning and development pipeline.
Pipeline Management
This document discusses pipeline management for human resources (HR). It defines pipeline management as setting HR goals based on organizational goals, forecasting HR capacity gaps, and taking actions to address gaps. Pipeline management is important for forecasting retention rates, gaps, and learning and development (L&D) needs. The document provides steps for pipeline management: 1) clarify demanded HR based on function goals, 2) predict actual HR considering retention, 3) track and adjust monthly. It also provides strategies for when demand is less than or greater than predictions, and steps to manage team leader pipelines and L&D plans.
TMP TLP Product Packaging
The document discusses the process of product packaging for talent capacity recruitment. It involves 4 steps: 1) Understand - analyze internal KSA requirements and external market opportunities; 2) Focus - determine target student segments; 3) Customize - define value propositions through customer value canvassing; 4) Customer flow - attract, convert, and delight customers. The additional product packaging process refines the understanding and focus based on roles not fulfilled previously, and evolves the products through learning and development.
Need Based Recruitment
The document discusses strategies for need-based recruitment, including first considering reallocation and dual roles. It provides examples of mapping job needs to required knowledge, skills, and attitudes. Potential recruitment sources include an event worker database, past applicants, and reintegrating past employees. The process involves initial orientation, operational induction, selection procedures like interviews, and mapping candidates to job requirements.
IXP
This document outlines strategies for increasing capacity in the local committee (LC) by engaging exchange participants (EPs) and trainees in temporary placement programs (TMPs) or offering micro-experiences. It discusses integrating EPs before, during, and after their exchange through communication, promoting TMP opportunities, and conducting reintegration seminars. Examples provided include an EP taking a role on the operations committee team before their exchange and maintaining contact during the exchange through a monthly newsletter. The goal is to recruit EPs into TMPs upon their return through competency assessments and interviews. Micro-experiences of less than 8 weeks are also suggested if EPs cannot commit to a full TMP.
Dual Experiences
This document discusses dual-experiences or taking on multiple roles simultaneously. It notes that dual-experiences can help address a lack of capacity or need to increase capacity quickly. However, reallocation, need-based recruitment, and integrated experiences should first be considered. If dual-experiences are pursued, the workload and commitment of the candidate must be carefully evaluated. Strong tracking and support is needed from both teams to prevent overload and ensure the goals of both roles are met. Dual-experiences can provide a fast solution to capacity issues if planned and managed appropriately.
Capacity
The document discusses organizational strategy, structure, processes, and people. It addresses defining the organization's ambition and goals, designing the organizational structure and communication flows, establishing job descriptions, and ensuring the right people are recruited for the right roles. It also discusses calculating staff allocation percentages across teams, addressing goal shortfalls, and having local and national level plans to recruit and expand by December.
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iGCDP (MC)
- 2. Remember!
- 5. Check Learning Guide for LCs Step 3 Check Capacity Guide for LCs Step 2 Step 1 General Actions Check MC Guide (this ppt)