Reallocation
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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.
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The document provides guidance on team minimum planning and structures for team minimum teams in Learning Communities at different stages of maturity. It recommends that startup LCs have a LCVP and 2-4 members, with the LCVP responsible for learning and development. Intermediate LCs should have two core teams focused on capacity and learning/minimums, each led by a team leader. Mature LCs may use program coordinators within program teams to ensure learning and minimums while still coordinating with the LCVP team. Key performance indicators and strategies should align with the LC's challenges.
oGIP Tier 1 Advanced Pipeline Management
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.
Tier 1 Advanced Pipeline Management
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.
oGCDP Tier 2 Structures for marketing and oGCDP synergy
This document discusses structures to allow synergy between marketing and organizational and global citizenship development programs (oGCDP). It provides guidance on planning capacity based on challenge identification and exchange flow. It recommends using a tool to plan member numbers and experiences in oGCDP and support functions. Outcomes may include not having enough members, having enough members, or having the right number but not allocated properly. It provides tips for optimized recruitment, including clear job descriptions, specific recruiters, targeted promotion, selection based on interests/values, and ongoing promotion. Timelines are provided for peak and off-peak structures at different maturity levels from beginner to mature.
Aiesec international 2012 2013 strategy achievement
AIESEC International achieved its goals in 2012-2013 by focusing on strategic areas like the Global Internship Program, Global Community Development Programme, and Talent Management Programme to drive growth, ensure quality experiences, and build belief and confidence, while also optimizing processes, engaging customers, and driving innovation.
TD Area Plan
This document outlines the talent development strategy and area plan for 2012-2013. Key priorities include increasing the number of young people in talent programs like TMP and TLP by 30% and the retention rate to 70%. Objectives are to develop national standards for these programs, increase customized learning opportunities, and design a customized MEC. Initiatives involve more efficient talent pipelines, national mentorship platforms, and homecoming campaigns. The role of the national support team is defined to implement the strategy at local levels. Metrics like program participation rates, objective completion, and retention will measure success.
AM1415_Talent Capacity_The WHY
AIESEC Malaysia 1415
WHY Talent Capacity
- Background Stories
- Challenges of Past Term
- Potentials of Standardised Talent Capacity
Proposed Departmental Structure and Job Description
What’s Next
3.3. expansion visit planning 101
This document outlines the planning process for an AIESEC leadership team. It includes sections on defining the team's ambition, leadership goals, drivers, operations, programme focus, LC strategies, functions, and outputs. The sections provide guiding questions to help the team establish their purpose and goals, analyze strengths/weaknesses, prioritize strategies and programmes, and develop an exchange plan, talent capacity plan, marketing plan, and calendar to guide implementation. Templates are included to help document pieces like inner/outer journeys, recruitment strategies, and learning & development plans. The overall document provides a framework to help the AIESEC team engage in strategic planning and translate their ambition into concrete plans and outputs to guide their work.
NCF Customized in oGIP
This document discusses proposed changes to the operation of the Global Internship Program (GIP) function based on the New Customer Flow framework. It identifies problems with the current "raise-match-realize" process, including poor services, lack of leadership development, and low returnee engagement. The proposed changes focus on leadership development, customer experience, marketing and branding, relationship management, and redefining roles and responsibilities. It suggests structuring the function based on sub-products, standardized customer service, and designated roles for marketing, sales/consulting, CRM, and leadership development. Synergy with other functions is emphasized to ensure successful implementation of the new framework.
Hacking Talent Management
This document discusses talent management strategies for AIESEC India. It outlines steps taken to create an ideal recruitment process and addresses how to improve member performance. Key points discussed include having members know what to do and how to improve, tracking member performance through job descriptions and quarterly evaluations, and assessing potential through competency models and evaluations. The document provides outputs on how team leaders, vice presidents, and programs can utilize performance tracking tools to strategically drive performance.
Similar to Reallocation (20)
Tier 1 oGCDP Structures for peak and off-peak management
Tier 1 oGCDP Structures for peak and off-peak management
oGCDP Tier 2 Structures for marketing and oGCDP synergy
oGCDP Tier 2 Structures for marketing and oGCDP synergy
Aiesec international 2012 2013 strategy achievement
Aiesec international 2012 2013 strategy achievement
More from viniciustsugue
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.
iGCDP (MC)
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.
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 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.
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.
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.
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 (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.
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.
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.
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.
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.
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.
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Contact us: info@mydbops.com
Visit: https://www.mydbops.com/
Follow us on LinkedIn: https://in.linkedin.com/company/mydbops
For more details and updates, please follow up the below links.
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Reallocation
- 1. REALLOCATION • Fulfill membership crunch internally • Increase value proposition of a TMP experience • Create an environment where member gains more skills & competencies
- 2. STEP 1 VP TM does talent planning to check :- • Membership crunch or excess in programs / processes • Assessment of internal talent pool • Investigation and matching of skills and competencies with other program / processes
- 3. EXAMPLE
- 4. 100 member recruited + 20 senior membership GCDP GIP GCDPi 30 members GIPi 30 members GCDPo 30 members GIP0 10 members M TM 8 members 7 members F 5 members BD 5 members
- 5. 77 Members left GCDP GIP M TM F BD ICX N -2 0 ICX N- 15 N–6 N- 3 N- 5 N- 5 H- 25 H- 9 H- 2 H- 6 H- 1 H- 2 OGX N- 16 OGX N – 15 H- 13 H - 19 N – NEED H – HAVE
- 6. • Needed Membership – 85 • Focus Program for quarter – GCDP ICX , GIP ICX and M • Membership in LC – 77 • Excess membership – GCDP ICX , GIP OGX & TM • %of membership in exchange – 85% • % of membership in process- 15%
- 7. STEP 2 CRITERIA • AIESEC test results • Performance appraisal report • Self appraisal report CHECK THE TEMPLATES HERE (PUT THE LINK)
- 8. • Open application for TMP experience in other department ? ( Mention program / process , exact job description and minimum results expected ) • Do a PGS or performance appraisal to understand what a particular individual wants to learn ahead and guidance / mentorship to decide a path with the individual • The content of application :- 1. Report of member competency 2. Intent letter 3. 2 Page plan for the position applied
- 9. MINDSET OF MEMBER Competen cies ? GIPi DIRECTION What I want to experience ? IM GCDP Skills ? TM M BD F GIPo STEP 3 (DIRECTION)
- 10. • Final allocation is done • New member is shifted before next TMP Cycle begins • Goes through specific training and induction in the program or process ( 0-15 days )
- 11. • VP TM should do talent planning 15 days before the process needs to be implemented • Every member should be aware of his experience ( TMP ) cycle end date and competencies he has developed in previous experience • The environment needs to be professional & done with all seriousness to enhance the value of the process • Not a compulsion ( if there is shortage of internal pool find other avenues ) 1. Go for need based recruitment 2. Upselling 3. Re-integrate EP in crunch areas
- 12. + Specialization and diversity of experience , increases retention Creates future managers and leaders Shorter period and less resources in terms of time Members feel security & develop faster
- 13. No internal talent pool available in terms of competencies Freshness / Ideas get missing Not all members can be reallocated
- 14. WHAT IF RE-ALLOCATION CANNOT FULFILL MEMBERSHIP REQUIREMENT ?