Pipeline management involves setting HR goals based on organizational goals, forecasting capacity needs, and addressing gaps. It entails tracking the number of members across areas and roles compared to goals. Regular pipeline reviews assess retention rates, recruitment needs, learning and development, and reallocation to ensure the right number and profile of people. Managing the pipeline helps forecast needs, adjust goals and productivity targets, and focus coaching to build leadership pipelines and optimize talent processes. It is a key tool to deliver the right capacity for exchange peaks and programs over time.

1. Advanced Pipeline
Management
Tier 1 GIP and Tier 1 GCDP

2. Why
Pipeline
Management
What is
Pipeline
Management
How to do
Pipeline
Management

3. What is
Pipeline
Management
HR pipeline management is to set the
goal for HR needs based on
organizational goal, to forecast the
HR capacity gap and to create initial
actions/adjustments to make up the
gap accordingly.

4. What is Pipeline Management?
At any given time, you are aware of how many members you have
across each area and whether this is the right number consider goal for
number of exchange experiences and productivity in your entity!
A talent pipeline is having the right profile of people for roles in your
entity!

5. Simply put, Pipeline Management is
just talent tracking based on a talent
plan which is aligned to the OD Model
of an entity!

6. Why
Pipeline
Management
HR pipeline Management is
important because it will have us
forecast Retention Rate, Number
of members needed based on
current productivity, and come up
with L&D needs!

7. Why is Pipeline Management important?
“You have Planned for
number of members and
productivity goals per
programme but don’t know
whether you are on track
or not”
“You have planned goals
for productivity however if
productivity is increasing
it is important to make
adjustment in the number
of members in a particular
programme or adjust
exchange goal”

8. Why is Pipeline Management important?
“ To understand what the
current situation of each
LC is based on the talent
plan and coaching LCs
based on this – of course
connected to the focus
exchange programme of
the LC”
“It is important to manage
pipeline so that there are
enough of the right profile
of members during
EXCHANGE PEAKS for
Sign up, apply, Match and
Realize”

9. How to do Pipeline
Management at the LC level

10. How to do
Pipeline
Management
For Team Member
In a given period, we can do the member
pipeline management step by step:
1. Clarify Demanded HR pipeline based on Function goal
2. Predict actual HR pipeline considering retention rate
3. Monthly tracking and adjustment:
Demand Predict
>
Take in Strategy
External: Recruitment
Internal: Re-allocation, Re-integration,
Dual role.
Retain Strategy
Corresponding talent
process improvement
Process Optimization
Outsourcing
Re-structuring
Demand Predict
<
Let go Strategy
Re-allocation
Exit Interview
Process Optimization
Re-structuring to create new role
for more effective process

11. How to do
Pipeline
Management
For Team Leader
In a given period, we can do the TL pipeline
management step by step:
1. Identify the number of demanded TL candidate at the end of term
2. Create L&D plan for current members
3. Monthly member performance assessment to see how many senior
members we have:
If it’s less than the candidate demanded
q Ensure the current L&D Plan’s delivery happened in
place
q Improve L&D program based on the performance
assessment
q Need based recruitment / member re-allocation for
better member capacity
If it’s more than the candidate demanded
q Re-allocation of membership
q Exit Interview
q Reframe the structure to open more TL
position to enhance overall organizational
efficiency

12. It is important to track the following to measure pipeline effectively in your LC
1. Current number of members per function vs. Goal for number of members (based on realization
goal)
2. Current productivity in a programme vs. Goal for productivity (If productivity is higher than
goal, members can either increase exchange goal or re-allocate to another function)
3. Current TMP Retention rate vs. Goal for TMP Retention rate (This affects recruitment strategy
in the LC)

13. At the LC level, it makes sense to manage pipeline every 2 weeks as membership is
dynamic and we need to make sure we always have the CAPACITY to deliver!
If you are only delivering exchange in peaks, then ensure you are managing pipeline
well for the peaks!
If you are managing peaks and off-peaks then pipeline management should be done
for both continuously (At a given time you may need members to focus on match
and realize for a peak but raise for a non-peak and this means that you need to
manage pipeline frequently to have this kind of capacity)

14. How to do Pipeline
Management at the MC level

16. Before understanding how to do pipeline
management, look at what are all the things
that need to be planned for before:
- Number of members needed per programme in exchange and back office per quarter
- Number of members needed per LC per programme and function
- Productivity goals per programme per LC (based on OD Model)
- TMP Retention rate goal (can be accumulation of LC goals)

17. Steps in Pipeline management
at the MC level

18. Steps in Pipeline Management
• Track number of members in every exchange programme and back office and actual
productivity per LC in every exchange programme
• You should ideally do this aligned to your entity OD Model (focusing more on the focus
programme of the MC and aligned focus programme of LCs)
• Once this is done, for each LC check what is it that needs to happen, recruitment, re-
allocation, focus on L&D etc!
• Do this process once a month
• This is done by the MCVP TM however the MCVPs in GIP and GCDP must be aware of
pipeline in their programmes to be able to lead LCs in the right way!

19. Once you have worked on pipeline management,
there are many scenarios
Some
LCs
have
enough
pipeline
for
the
peaks,
but
need
to
start
building
capacity
for
off-­‐peak
Some
LCs
have
increased
in
produc=vity
in
a
par=cular
programme
and
decreased
in
another,
so
we
ensure
that
they
re-­‐allocate
Some
LCs
have
enough
members
but
produc=vity
hasn’t
increased,
hence
we
focus
them
more
on
L&D
Some
LCs
have
low
pipeline
for
TLP
so
we
focus
on
building
leadership
pipeline

20. Once you have worked on pipeline management,
there are many scenarios
Some
LCs
have
enough
pipeline
for
the
their
focus
programmes,
however
need
to
build
pipeline
for
their
non-­‐focus
programmes!
Some
LCs
have
enough
members
in
front
office
but
need
to
build
capacity
for
the
back
office!
Through
Pipeline
Management,
we
can
also
get
LCs
to
focus
more
on
IXP
(Re-­‐integra=on
if
low
pipeline
and
sending
members
on
X
if
excess
pipeline)

21. Pipeline Management is just talent tracking based on PLAN!
However it is the MOST Simple and Effective way to ensure LCs are
focused on the right talent challenge and are growing in GIP and GCDP
by fulfilling this challenge!