The document provides guidance on talent pipeline management for AIESEC leaders. It defines talent pipeline management as how members progress through different roles during their AIESEC experience. The goals are to ensure the local committee has enough resources to achieve its goals and that members' development and progression is supported. Tools like a talent database and performance assessments should be used to track members' experiences and plan future human resource needs. Key things to identify include talent leaks, bottlenecks, and timing to efficiently allocate members and achieve results.

1. Pipeline
Management
Manual
Objective: For AIESEC
leaders to understand how
to manage and track
pipeline .
Delivered by: Jeovana
Mendez Valdez, AIESEC
Mexico Talent
Management MCB & NST

2. What is Talent pipeline management?
•
•
How our members flow from one role to another during their
AIESEC Experience with the objective of increasing their
development
Have the right people in the right roles (efficient allocation) at
the right time (effective flow)
Goals of Talent pipeline management:
•
•
•
Ensure that LC will have enough human resources (TR, LR, X) to
achieve it`s goals (in current period and in future).
Ensure members move between AIESEC XP stages and gets
quality experience.
Ensure members development and their movement to the next
level.
Benefits Talent pipeline management:
•
•
•
•
•
•
•
understand what activities need to be done now
identify key bottlenecks stopping from achieving your
objectives
talent bottlenecks
Talent leaks (retention rate)
decisions to increase capacity to achieve results
results are sustainable
coach others through questions to help them understand for
themselves

3. To plan HR pipeline…
•
•
That`s means that you need to plan – how many members (TR,
LR, X) you will need in each period of your term
Do not forget to plan HR needs for the end of your term – how
will the LC look like, that you`ll leave to your successor.
Which tools can we use for talent planning?
•
•
•
•
First, Talent Capacity tools
Use members database – to keep all recent information about
XP of all your members.
Base your HR pipeline on VP’s plans (to see how many TR, LR, X
members LC will need in each period.
Use Performance Assessment Meetings to track members
performance and their future plans.
Talent Management Data Base
•
•
Put all information about members performance and their
future plans into database
Review your database every Q, after each allocation and before
recruitment. (Send it with each Q report)
Surname
Name
Current Position
TMP/TLP Area
Year of Birth
End of position
Mail
Current Position #2 TMP/TLP Area
Mobile
Field of Studies
End of Position #2 Current Position #3
TMP/TLP Area
Year of Studies
End of Position #3
Profile
N
Area
Program
Main responsibility
Top 3 competencies
Competencies
Level
Top 3 Hard Skills
Hard Skill
Level
Availability in hours per
week
Quantity

4. Be strategic about talent
•Think about how each position in the organization aligns with strategic
priorities- this means, you’ve to differentiate your workforce and know what
you’re going after for each position. Talent Planning
Build and use viable channels
•Establish “channels” to create viable candidate pools for potential openingsWhere will you find the right people, who will become active members and/or
take leadership roles? Hint- start with current & former members
(retention). Talent Promotion
Focus on diversity
•During selection, focus on recruiting diverse talent pipeline- diversity in your
team if managed correctly gives your team an edge and will increase results.
Be tactical when selecting candidates. Hint- use team/personality profiling
Create an outstanding culture!
•As the leader, you’re ultimately responsible for steering your people to
achieve the team goal. One strategy that works is to create an outstanding
team-culture. Make fun activities an explicit part of your job as a team
manager.
Identify your high potentials
•Succession Planning is important, one of the first thing on your mind when
you become a team leader in AIESEC should be- who in my team has the
potential to replace me?- this means, you have to start preparing them for the
start- we used to call this “sneaky stuff”
Take a personal approach
•As our faces are different, so is our problems, needs and aspirations- Know
what is important to each of your team member- why did they join AIESEC,
what do they want to get out of the experience? How can you make their
work in AIESEC easier?
Recognize & Reciprocate
•Always recognize your member when they do a good job and even when you
see they are putting a lot of efforts to do a good job but the results are not
coming out. Establish relationships that are mutually beneficial- check on
them to see if they are getting what they want out of AIESEC
Review and Audit your Pipeline
•As the leader, you’re ultimately responsible for reviewing what works and
what doesn’t. It is best case practice to once in a while review and audit your
pipeline- will it take you to the finish line? What else do you need to do?

5. Base your Education plan on HR
pipeline – you see when you will
need new leaders, when TR
members will get new roles, when
LC members will go to X – so
provide them with needed
education on time.
IMPORTANT THINGS TO IDENTIFY
• Leaks - directly impact the Retention Rate.
• Bottlenecks - not using all your capacity.
• Time –
time to flow between opportunities. Identify
how fast you can supply talents.
• Output -
How many members are finishing each
stage. This is your capacity to deliver our promise to
society: Change Agents!