Talent pipeline mgt

New Member HR Planning Talent Lifecycle Planning Succession Planning Fast Track WHo is TOP Talent Talent Profile Management Talent Pipiline Management Top Talent Stars in the waiting Introduction to AIESEC Stage Taking Responsibility Stage Leadership Role Stage Heading for the Future Stage At a given point of time 1 - Low Performers Stars Stars in waiting High Potential Exchange Stage PROFILE needed Activities planned for the next year Specific Recruitments (LN specific or other customized activities Number of old members planned to stay for another year Number of new people you need Retention Rate (%) Final number of new people you need to recruit Activity Name Number of people Check profile Name Number of people For Activities For Exchange For activites For Specific Needs For specific Needs AIESEC Development Talks/Exit Interviews First Name Last Name Graduation Date Position Major and/or Minor Reason for Joining/Personal Goals Stage of AIESEC Experience Manish Bhartiya 30th June 2004 VP PD Leadership Role Economics, Accountancy and Business Studies Internationalism and personal development Taking Responsibility Leadership Exchange Program Current Role 2006-2007 New Member x Experienced Member Former VP Team Leader Former SN / Former LCP Former VP Comm VPSN VPTN Active Member Graduated Exp Member Dropped out Trainee Totals Member Lifecycle Planning a s d e r gg hh jj kjk tt we ss dd aa qq ww cx vc bv nb mn jb jk ll VP X SO how many New members should you recruit? Gabriela Albescu 30th June 2005 VPPD Fast Tracking Talent Give them more responsibility and Opportunity Put special focus on your Stars, stars in waiting and High Potentials 3. Exit Interviews for People who are low performers Evaluate Competencies(behaviours and Values) Evaluate Techincal Skills(job related) Step 1: Individual Assesment Evaluate work performance Step 2: LC Talent Status Step 3: Make a Development Plan/ Reward and Recongnize 2. Give personal and professional feedback through performance appraisals 1. Build Strenghts and improve weaknesses - Both competencies and Techincal Skills through Coaching and training - focus on both personal and professional goals **HR planning done in August 2006 by 06/07 Exec** 2007-2008 2008-2009 X Give them Leadership Positions Step 4: Fast Track your Talent No. Possible role for next year Possible Successor(s) Fast Track young members Experienced Members Internship Member Profile Management - Maintain the record of all your members both short term and long term Short or long term Short term/long Term ST LT Low Performers Number of Members in my LC or Stars For specific areas ( LNs, etc.) WHAT TO FILL IN HERE! Include here all the characteristics you consider necessary for the next year in your LC At the end you can sum up how many people with a certain characteristic you need in the LC, according to how many times you've checked a certain characteristic in the profile columns WHAT TO FILL IN HERE! This is the difference between the overall needed human ressource for each area and the number of old members you will still have for each area WHAT TO FILL IN HERE! This is the multiplication between the number of new members you need and previous records of retention you have at LC level WHAT TO FILL IN HERE! Just check the characteristics that you need for each activiy from the general profile stated in the first column WHAT TO FILL IN HERE! Just check the characteristics that you need for each activiy from the general profile stated in the first column Explanation: This is just an example in the case in which you would only have a 10% retention rate! 0000.00 0000.00 0000.00 0000.00 0.00 12/1/2008 0.00 12/1/2007 0.00 5/1/2005 0.00 5/1/2006 0.00 5/1/2005 0.00 5/1/2005 0.00 5/1/2005 0.00 12/1/2005 0.00 12/1/2005 00.00 12/1/2005 00.00 12/1/2005 00.00 5/1/2006 00.00 5/1/2006 00.00 5/1/2006 00.00 5/1/2006 00.00 5/1/2006 00.00 5/1/2007 00.00 12/1/2007 00.00 12/1/2007 00.00 12/1/2007 00.00 00.00 00.00 00.00 00.00 00.00 00.00 0.00 0.00 0.00 00.00 00.00 0.00 0.00 How Succession Planning Helps Succession planning establishes a process that recruits employees, develops their skills and abilities, and prepares them for advancement, all while retaining them to ensure a return on the organization's training investment. Succession planning involves: 1) Understanding the organization's long-term goals and objectives 2) Identifying the membership's developmental needs In the past, succession planning typically targeted only key leadership positions. In today's organizations, it is important to include key positions in a variety of job categories. With good succession planning, members are ready for new leadership roles as the need arises, and when someone leaves, a current member is ready to step up to the plate. Manish: This is Identified by performance indicators, development plans and Team Leaders’ feedback Manish: Ideally you should write 3 potential successors for a position Example 00.00 00.00 00.00 00.00 00.00 00.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Behaviour & Values Inconsistent in meeting agreed individual Team targets/ Professional Goals consistently exceeding agreed individual Team targets/ Professional Goals Continuously Raising the Bar! Consistently exceeding expectations Inconsistent in meeting expectations HOW Delivery WHAT People who are consistently improving behaviours and meeting Team and professional Targets 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 00.00 TOP Talent!!! Rings a Bell - But you Need to Manage them The Follwing guide has been designed to make you Track and Manage your Talent pipiline in the best way possible.it is divided into 6 parts 1. Talent Profile Management which should capture his interests/reasons for joining and Personal Goals 2. Who is Top Talent 3.Fast Track your Talent - How can you identify Talent and make sure you give them ample opportunities to really blossom 4. Succession Planning 5. Talent Lifecycle Planning: Manage the time your Talent stays in AIESEC and make sure you have enough people to succeed them, and make sure you know what they would be doing in the coming 3 years. 5. HR Planning for New Members Why a Culture of Excellence? 1. Having even just five top members, or 'stars' in a local committee would create a massive increase in our results. 2. Creating a culture of excellence is a huge 'leverage' point for the success of AIESEC. 3. Most organizations agree - 'people are our most important asset.' 4. AIESEC is even more people-dependent than most organizations. 5. Not only do people product our product, but people are our product 6. People produce our product, are our product, and also, people are our mission, they are what we contribute to the world.