ds

1. What to do with Data?
Doing stuff with my team minimums and
productivity data.

2. There is a gap between the collection
of data about our members and
doing something about it.
61%
of VPTMs are not aware of their
local committee through the use
of data analytics
50%
of VPTMs believe they have the
trust of their EB/LCP to manage
the TMP/TLP for RA-MA-RE

3. step one:
set productivity
goals
that’s okay
l et’ s s tart
from the
beginning

4. productivity goals:
you already have them defined within your programs eg. iGIP
Productivity of ‘5’ for 6 months.
Now:
1. Break down that productivity goal for November and December
eg. iGIP RA goal for November is 50, I have 30 iGIP TMP doing
raising, therefore my productivity RA goal for Nov iGIP = 1.6 (aka.
each member does 1.6)
2. Since it’s small consider breaking it down further:
Since it takes 5 meetings to get one iGIP RA 1.6 RA Productivity =
7.5 meetings productivity (aka. each iGIP member does 7.5 meetings
in November)

5. track what is easy
for you!

6. step two:
track
productivity goals
t h i s can be
weekly or
monthl y

7. tracking:
for example you have a November iGIP Productivity goal of 1.2 RA
(aka. each raising iGIP member does 1.2 raises)
This then breaks down to 6 meetings (5 meetings: 1 raise) and then
further breaks down to 18 cold calls (1 meeting: 3 calls).
So, 18 cold calls a month per member or 4.5 calls per week.
“as VPTM I have this data, my
HR responsibles/ team/ VPs/
MB are tracking it” Here ar e t h e
re sul t s :
W1: 3 c a l l s
W2: 1 c a l l
W3: 0 . 4 c a l l s
W4: 0 c a l l s
My November productivity = 0.28 RA

8. what happened? :(

9. step three:
interpret productivity
weekly and convert to
action when you see productivity is low there
t h i s i s
where your
data
analytics i s
required!
are usually three problems:
1. Member don’t know want to work
2. Members don’t know how to work
3. There’s too much work
aka.
1. Team/Leadership
2. Learning and Development
3. Capacity

10. interpreting:
aka.
1. Team/Leadership
2. Learning and Development
3. Capacity
follow up all your
data analytics with
personal chats/
conversations
1. Check your Team Minimums
data & follow up with personal
chats of the MB/ TMPs of the
team.
what is missing in the team
minimums data? maybe there’s
not team purpose or no
coaching chats.
2. Check your Learning and
Development Plan
How much of the LnD plan has
been delivered for this team?
3. Check the team retention -
does this team have enough
people?

11. got it?
kay.
let’s get more
advanced.
*not needed for membership less than 80 TMP

12. using performance
vs. potential
step 1:
Check you have and are collecting the right data. So that you can
accurately plot an individual’s spot on the performance vs. potential curve.
a) Performance: eg. Performance Appraisals, coaching chats, tracking
minimum KPIs
b) Potential: eg. Competency Assessment Tool, Personal Assessments,
‘Exceeds Expectations - Unsatisfactory’ Rating Scales.
step 2:
Plot and categorise (with flexibility) your members into the curve.
Recognise clusters and interpret data.

13. where do your employees fall?
Check this example from Bank of America that grades their employees based on
performance vs. potential.
Key Talent: are pipelined and give opportunities for further challenges and development.
Top-grading opportunities: are given immediate 30-90 day action plans to improve
performance.
Leadership Issues: are given immediate coaching.

14. step 3:
Take action:
This action can be based on the cluster/
category that they have been identified in.
example given in the previous page and
below.
3. make action steps on
how to develop those
competencies.
1. recognise/
recommend
pipeline 2. understand the skills/
competencies they need
to develop to get there.

15. simple yeah?
:)