The document outlines a standardized timeline and process for Talent Leadership Programs (TLP) within AISEC. It describes the key phases of raising, matching, realizing, closing, and re-raising talent leaders and the objectives and activities within each phase. The goal is to provide a high-quality, consistent experience for talent leaders and maximize their impact in driving exchange goals. Questions about the TLP process can be directed to the listed contact.

1. TLP XP FLOW
From the TM CEM NSB team

2. Objectives
 A “customer-focus” when providing TL
experiences
 LCs have a standardized TLP flow
 LCs are able to individually assess what
areas they are strong in and what areas they
need to improve
 LCs capitalize on high TL satisfaction and
engagement to drive exchange goals

3. The TLP Product Flow
Raise Match Realize Closing
Re-
Raise

4. Why is this TLP flow Important?
 We are creating standardized experiences
so that every role is fulfilling and high quality
 Low quality EB XP  VPs who drop out
VPs who don’t meet goals
VPs who create bad team
XP
 Low quality MM XP  MM who become
disengaged
MM who don’t drive
exchange

5. Global Leader
TL Customer Experience Management fits
into the Global Leader Product through:
Product
Development
Organizational
Development
Participants get
hands on
experience
in developing a
product and bringing
it to the market.
Participants get
hands on
experience
in managing their
own not-for-profit.

6. Person Responsible for TL
Quality
LCPs
VPs
For
EB
VPs
TLs
For
MM

7. EB XP Timeline (Year-long)
RAISIN
G
MATCHING REALIZING
CLOS
E
RE-
RAISE
-3m -2m -1m 0 1m 6m 11m 12m

8. MM XP Timeline (Semester-
long)
RAISIN
G
MATCHING REALIZING
CLOS
E
RE-
RAISE
-3w -2w -1w 0 2w 9w 16w 18w

9. •Talent Planning
•JD Creation
•Application
RAISING

10. Talent Planning
 TIMELINE: Before term (if possible)
 RESOURCE: LC Talent Planning Tool
 If you are a VP considering adding TLs, here
are some questions to consider
 Where could you use the extra power to drive
exchange goals?
 Are there more than 7 people underneath you?
 Do some operations need a closer eye to manage
them?
 Keep in mind that not all teams will be in a
position to require/need TLs.

11. JD Creation
 TIMELINE: Before term (if possible)
 RESOURCE: on podio—TM space
 Creating JDs is one of the most crucial steps
to creating a satisfying, quality role.
 Receive feedback from others to make sure
you're not delegating too much or too little.
 KPIs should reflect exchange goals that you
have created.

12. Application
 TIMELINE: Before term (if possible)
 To ensure the right person for the right job, it is
important to have some sort of application
process set for the role.

13. MATCHING
•Selection/Allocation
•Training/Transitioni
ng
•Goal Setting
•Team Formation

14. Selection/Allocation
 TIMELINE: EB—before term
MM—1-2nd week (or before term if
possible)
 RESOURCE: Value-Based
Selection/Allocation
 This process can range anywhere from
selection, election, etc.

15. Training/Transitioning
 TIMELINE: EB—before term
MM—2-3rd week (or before term if
possible)
 RESOURCE: Transition Tool

16. Goal Setting
 TIMELINE: EB—before term
MM—2-3rd week (or before term if
possible)
 RESOURCES: Backwards planning
Smart goals
 While the role should have KPIs from the JD
creation stage, it is important that the TL also
determines their own goals to fosters a sense
of ownership and responsibility.

17. Team Formation
 TIMELINE: EB—1st week (or before term if
possible)
MM—3rd week
 A TL is not a true TL unless they have a
minimum of three people underneath them.
 Therefore, before the role can be realized,
they must form a team and start building the
team dynamic through expectation setting,
reviewing team goals, and creating a team
vision or purpose.

18. REALIZATION
•Execution
•Midterm Analysis
•Replanning
•Driving Success

19. Execution
 TIMELINE: EB—1st week
MM—3rd week
 RESOURCE: Tracking Tool
 Managing the team in order to reach goals.

20. Midterm Analysis
 TIMELINE: EB—26th week
MM—9th week
 Midway through the role, the TL should create
a analysis report of the original KPIs, whether
or not they have been met and why.
 Can be done through one-on-one personal
development talks or a team review
 This should also be a time period for feedback

21. Replanning
 TIMELINE: EB—27th week
MM—10th week
 Based on feedback and analysis, TLs should
adjust their goals and KPIs so that they will be
able to accomplish them by the end of the
semester.
 Ideally this would be conducted with their
team.

22. Driving Success
 TIMELINE: EB—28th week
MM—11th week
 TL manages the team and inspires them to
push through to make it to the finish line and
achieve their goals.

23. CLOSING
•XP
Interview/Reflection
•Team Performance
Assessment

24. XP Interview/Reflection
 TIMELINE: EB—50th week
MM—16th week
 To end the experience, the TL should either go
through a closing interview or receive a space
to reflect.

25. Team Performance Assessment
 TIMELINE: EB—49th week
MM—15th week
 A review of what the team accomplished, what
challenges they had faced, and what they
think can be improved upon.
 Should be submitted to the TL's higher up and
IM to track the data and preserve information.

26. RE-RAISING
•Improve JD
•Re-release role
•Transition
Knowledge

27. Improve JD
 TIMELINE: EB—50th week
MM—16th week
 Based on feedback during the closing
interview, alter the JD to improve its design
and the experience it promises to offer.
 Promote it, along with the old TL, to the rest of
the LC.

28. Re-Release Role
 TIMELINE: EB—50th week
MM—16th week
 Release the role again for applications.
 Also, at this point the old TL should be
encouraged to either apply for a new TMP
experience or apply for a higher level TLP.

29. Transition Knowledge
 TIMELINE: EB—51th week
MM—17th week
 RESOURCE: Transition Tool
 Old TL should transition knowledge either
through one on ones or by creating a
handbook on how to perform the role and what
to expect.

30. FINAL REMARKS

31. The TLP Product Flow
Raise Match Realize Closing
Re-
Raise

32. Assessing the Quality of TLP
 Net Promoter Score (NPS)
 Reminder: you can only receive NPS scores if the
role is officially raised on myaiesec.net and they
fill out the survey at the end of their term
 One on ones
 Exit Interviews

33. QUESTIONS . . .
?
Contact Katie Crow at:
•Email: tlp.cem@aiesecus.org
•Phone: (706) 267-9481
•Book a meeting:
kcrow.youcanbook.me

34. Wanna know what else the team is working on?
Check out our project tracker here:
https://docs.google.com/spreadsheet/ccc?key=0ArdcKz6Io1EYdHBIN2Q4Zlk5MGY0dDRlOVRCZG9LOEE&usp=sh
aring