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.

1. Talent Development
2012-2013
Area Plan
We got talent!

2. MCC Strategy

3. Vision
Organizational win!

4. Building THE line
Members’ win Organizational win
• What do members • What the organization
want? needs?

5. Vision
Members win = Organizational win
Dreams = needs
…not seeing members and the organization as
a difference

6. Scope
Implementing the right processes
efficiently in order to develop members.

7. Priorities

8. Objectives
• 30% increase of the young people accessing TMP and
TLP
• Developing national standards and criteria for TMP
and TLP
• Increasing the retention rate up to 70%
• Designing a customized MEC

9. 30% increase of the young people accessing TMP
and TLP
TD and COMM working from the beginning for
profiling and message creation
National frameworks for the core selection
processes, including the GCM and the internal
assessment

10. Increasing the retention rate up to 70%
Simplified Career Plan implemented and
follow up
Efficient platform usage
Opportunities library at national level
National education cycle

11. Designing a customized MEC
EwA – ELD (TMP + TLP + GIP/GCDP) – LLC
Mentoring Coaching Standard
Soft skills (inter)National
ICPS, TTT opportunities
AIESEC
Knowledge
Career Planning

12. Designing a customized MEC
Creating the standards with the VPs and the NST
Feedback from HR companies and Alumni
Consolidating the plans with the NST + NTT
Implementation

13. National standards for TMP and TLP
Designing: criteria + value propositions
Managing: EwA [quality pipeline], tracking and
evaluation and rating systems, CP + follow-up
Developing: customized learning environment.

14. After all the consolidations
possible… you have now the Talent
Development – area strategy – for
2012-2013

15. Measures of Success
# Members
# TMP
# TLP
# YE

16. And in numbers…
1.500 Members
3.000 TMP
730 TLP
5.000 YE

17. KPI for TD
# of TMP Ra
# of TMP Ma
# of TLP Ra
# of TMP Ma
Number of members working for GIP & GCDP
% of TMP/TLP from EwA pool

18. National Driver related to TD
• Efficient TMP & TLP
# of unique members working for GIP/GCDP
# of TMP/TLP with objectives realised
Retention Rate
NPS Score
Efficiency = minimum of resources for maximum
of results.

19. Efficient TMP/TLP NATIONAL INITIATIVES
•# of unique members working for
GCDP/GIP • LEAD – national program that will be launched in 2012 for team
•# of TMP/TLP with objectives leaders (LC level) and EB members to provide more specific
realized competences and skills to bring bigger results based on our
•Retention rate membership quality; LEAD is an upgraded Leadership Development
•NPS Score Program that is formed out of three parts: I and myself, I and
•Conversion Rate from EwA others, I and the world; the sessions that will be delivered contain
Leadership, Management and AIESEC skills; LEAD should be
delivered in live sessions at national, regional, local conferences or
LC visits.
• Engagement Development – this initiative is about developing the
Engagement program into a qualitative pipeline for Experiential
Leadership Development by implementing the criteria established
before.
• National Mentorship Platform – this initiative is a natural flow
because of the mindset change from coaching to mentoring and
consultancy; through this initiative, minum 10 LCs will be put
together for this mentorship platform, having more than 100
mentors for more than 15% of their members.

20. Area Initiatives

21. Make it simple!
• National Frameworks for Recruitment criteria,
Career Plan, EB/TLP transition, JDs,
EwA/TMP/TLP EC, specialist criteria,
competencies evaluation.
• NST responsible for implementing it.

22. Home Coming AIESEC-ers!
• National campaign for members that are
leaving their LCs and return to their
hometowns where it’s also an LC.

23. Complimentary Education
• FA live meeting – launching Doodle at the
middle of June to settle the date
• Webinars – Mentoring, EwA, Career Planning,
Competencies Evaluation: June – September

24. NST Structure

25. Role of NST
• Implementing the TD strategy at LC level:
 RoTDu Chair - coordinating the NST
 TMP & TLP Manager - creating frameworks for processes and
complimentary tools in order to increase the quality of the
programmes and implementing the international principles
regarding TMP&TLP.
 Engagement Developer - assessment and consultancy
offered to LC in order to have this stage as a qualitative
pipeline for the ELD programmes.
 Virtual Education Manager - works for implementing a
virtual education platform and culture for webinars
 Brand Officer - working for creating communicational
strategies for promoting EwA, TMP and TLP, internally and
externally, in an efficient and productive manner.

26. Role of the NTT
• Implementing the whole training process at
both national and local level
• Organizing TTTs and iTTT
• Mentor the LCs in order to have a LTT
• Offering consultancy to LTTCs

27. National R&R strategy regarding TD - criteria
Best LTT Award
 LTT education plan
 LTT activity plan
 LTT performance
 LTT team culture

28. Best Team Award
 Fulfillment of the minum criteria on the platform (minim 3
TMP, 1 TLP, experiences that last for at least 2 months)
 Achievement of objectives on GIP and GCDP
 Development of the competencies during the activities
(evaluation on CAT or on behavioural anchors)

29. Efficient Members Development
 MEC customized on programs
 % of unique members working for GIP/GCDP
 % of members have CP
 % Retention Rate
 % of members with objectives realised
 % of TMP/TLP out of the number of members

30. We got talent!