Developing Talents

Developing Talents : Developing Talents T Training & Education T Coaching & Mentoring Rewards & Recognition Performance Assessment Career Planning Leadership Development

Training and Education : Training and Education Education & development in AIESEC Steps to create education & development plan for your LC

Education & Development in AIESEC : Education & Development in AIESEC Main aim: Developing young people to become change agents in the society Throught International exchange and Leadership development National Focus Areas: Exchange Trasformation Leadership Development Tracking

Steps to create education and development plan for your LC : Steps to create education and development plan for your LC Review the needs of your LC Find out the opportunities of the learning environment Map out the resources Create timeline

1. Review the needs of your LC : 1. Review the needs of your LC LC goals Member’s personal goals Knowledge base of members Skills base of members Attitude of members -> Do your members have enough knowledge, skills and the right attitude to perform in their roles? -> Do the members have the possibility to develop themself towards their personal goals?

2. Find out the opportunities of the learning environment : 2. Find out the opportunities of the learning environment

3. Map out resources : 3. Map out resources National & global education Coaching National Trainers Pool (NTP) Alumni network Experienced members Myaiesec.net Learning Partners

4. Create timeline : 4. Create timeline Note down the needs of your LC and members Create a timeline of education events and development processes with objectives and responsible person for education & development plan Consider the aspect of each AIESEC XP stage

Mentoring & Coaching : Mentoring & Coaching Introduction Mentoring Coaching Bringing it Together

Coaching vs. Mentoring : Coaching vs. Mentoring

Different Types of Mentoring : Different Types of Mentoring Formal Mentoring Involves a deliberate and structured program with an agreement and clear framework of expectations and goals Informal Mentoring Occurs without formal planning such as; gaining insight from a conversation

Characteristics of a Successful Mentor : Characteristics of a Successful Mentor Provides feedback and context Role models appropriate behaviours and values Councils on challenges and dilemmas Creates opportunities for visibility Shares their knowledge Motivates performance

A Successful Mentee : A Successful Mentee Communicates their expectations and developmental needs clearly Is interested in being mentored Welcomes feedback Asks for clarification where needed Interested in the mentor Has a genuine interest in the profession and organization Shows they value the mentoring experience by demonstrating what they have learned

Mentor - Mentee Relationship Benefits : Mentor - Mentee Relationship Benefits Sharing professional knowledge and experience Gaining insight Developing broader organizational knowledge Developing business competencies Providing guidance on career goals.

Mentoring and Leadership : Mentoring and Leadership Actions: Guiding behaviours Sponsoring knowledge Developing leadership skills Creating shared vision Providing feedback and encouragement

A Good Coach : A Good Coach Focuses on process and results Gets the best results from people Lifts and supports Uses purpose to inspire commitment Develops capabilities and skills Encourages progress

Characteristics of a Successful Coach : Characteristics of a Successful Coach

A Successful Coachee : A Successful Coachee Knows what their strengths and development areas are Has an idea of their goals; what they want to achieve Works with their coach Practices what they are coached Listens to feedback Asks questions Understands the organizations vision, strategy and operational goals

Bringing it Together : Bringing it Together

Conclusion: Successful Leadership : Conclusion: Successful Leadership Coaching and Mentoring as part of leadership: Enable and facilitate success Focus on continuous improvement & performance achievement Builds commitment to common goals Sustains organizational values & culture Encourages others to push limits and take risks

Rewards & Recognition : Rewards & Recognition Introduction R&R as integrated element in TM-Interrelation Customization to your LC How to use it

Introduction : Introduction This is a guide for supporting you on the implementation of a Rewards and Recognition system. Here we are presenting the proposed system for rewarding AIESEC members according to their performance; and how can you use it in your LC! It will allow you to integrate it together with your financial policy, and rationalize expenditure associated with membership, and make it coherent with the activities your members are doing. Also, it will allow you to give an extra motivation to your short term members, giving an incentive to do LC activities while they’re searching for an internship.

R&R as an integrated element in TM : R&R as an integrated element in TM R&R tool is integrated in the Library of Activities tool, in order to make its implementation simpler. Talent Management tools are designed to be complementary, specially the Library of activities, the Rewards and Recognitions tool together with the Performance Assessment. The idea of these three tools together is that you can assign specific tasks and create a tailored JD for every member in the LC using the ones proposed in the Library of Activities. Then, their performance can be tracked, through the Performance Appraisal, run periodically by the team leader to every team member, so to determine how much (and how good) the role has been fulfilled. Finally, in order to recognize the job done, the rewards and recognition system allows an objective way of giving “prizes” to members. Using the evaluation done in the PA, you’re able to quickly calculate the measurable and apply the system.

Customization to your LC : Customization to your LC For using this Rewards and Recognition Policy in your LC, what you need to do is decide whether you want to keep the same credits and percentage (in case of EPs) than the proposed one. For this, you need to check your resources available. Both LCVP Talent Management and Finance need to define this. We propose that you assign an amount to R&R in the budget for the period, based on a “simulation” of the activities you do in your LC, with the JDs you use. You will need to define an amount for the “credit” for long term members. Then, according to the activities they do, evaluated in a Performance Assessment, they receive an amount of Dollars in credit that they will be able to use for going to international conferences, for their EP fee when they go on exchange… You also need to define in what expenses the credits can be spent. We suggest in this same document a list, but you need to decide for your LC, depending on your financial situation, your financial policies (or adapt them to this tool!), and what line you want to take. This needs to be defined by the whole EB together.

How to use it : How to use it For long term members – credits The idea is that long term members, for every activity of their role they do, that’s in the Library of Activities; they will accumulate Dollars in credit. There will be a review, every semester, based on the Performance Assessment done by their Team Leader, who will review the activities assigned to that member, and decide whether it fulfills the level required to receive the credit. The total amount is calculated, and the “credit” is registered in a tracking sheet. The LC needs to define how much every credit is worth: this means that depending on your reality, you can decide that a credit is worth 3$, or 5$. An example will help you decide what suits you best. Read further down.

How to use it : For EPs – deposit increase For short term members, or EPs that have less time in the LC, the model is different. The idea is that in the whole EP fee, there’s a part that can be reimbursed to the EP, once s/he’s back from the internship and does reintegration activities (your LC has to have the minimum requirements for when should this money be returned!). So, the EP pays the complete fee when s/he wants to upload his/her form, and, according to the activities done while in the LC, they will receive a part back when they return. How to use it

Performance Assessments : Performance Assessments

Slide 28 : What are Performance Assessments? Performance Assessments are aimed at understanding our members Current role Next steps Personal Development Performance It is a measurement tool which provides outputs for a member’s personal development They keep track of personal development and performance of your members

Slide 29 : How can they be used? To understand members’ needs (for training and support) Help members set personal, professional and AIESEC goals Tracking performance and development Help members understand themselves better

Slide 30 : Their view on current role Their possible next steps Level of participation and performance in different activities Personal and professional needs in terms of competency development, skills and knowledge in AIESEC (used for input to Member Education Cycle) Ability to deliver on their Job Description What is the output? The output is the ‘data’ you get from each member which includes:

Slide 31 : How are they strategically relevant? If you use the output from PAs to provide inputs to the above processes, you can see that Performance Assessments are a strategic TM tool to further help develop your members, increase performance and prepare for your next leadership pipeline What is strategic? “Carefully designed or planned to meet a specific purpose” or “Identifying long term aims and the means of achieving them”

Career Planning : Career Planning

Leadership Development : Leadership Development Introduction LD and the GCM LD and Conferences

Introduction : Introduction Developing talents is a central goal of AIESEC. Finding the leader in each and every one of your members is a progress that cannot be assigned to a specific stage. Still, there are a few easy steps that can make developing leaders much easier for you.

LD and the GCM : LD and the GCM First of all, think abut the Leadership Positions available in your LC. Every position should have its Job Description. Define individually which competencies are critical and/ or supporting for your Leadership Role, so that you can look for the right person more specifically. Now it is time to really market your Leadership Positions. Discuss them on your LCM or mention them in the newsletter. Tell them about competencies and skills that you can develop while performing the Leadership Role. If you already have members in mind, talk to them directly or in TMTs.

LD and the GCM : LD and the GCM If some of your members are reluctant to take over a Leadership Role you can encourage them to use the Competency Assessment Tool (CAT). It can show them exactly where their strengths and areas of development are. Use the TR stage to prepare your members for LR and X by offering the right jobs and trainings. SHORT AND SIMPLE 1. Use the TR stage to prepare your members for a LR. 2. Have a talk with the member, who you think are ready to take over a Leadership Role. 3. Find out if they want to take on leadership, and if not, why they are hesitating to do so. 4. Motivate them to use the CAT to explore and develop their leadership potential. 5. Match the right person with the right position by comparing the Job Descriptions for the Leadership Positions to the results of the CAT. Also make sure what your member can gain from the job. 6. Let the member use the CAT after his Leadership Role to check if and where he or she has improved.

LD and the Conferences : LD and the Conferences There are many conferences, national and international, that focus on Leadership Development. You can give your members an unique experience by sending them to conferences like LDS, TtT, MAX, ILC. They can take time to reflect on their values and take part in workshops which are specifically built to improve the competencies a Leader needs. Check myaiesec.net for conferences which appeal to your needs and be sure to inform your LC about the possibilities!

LD and the Conferences : LD and the Conferences Be sure to also look for workshops, that might give your members confidence to work as a Leader. Maybe workshops like project management or time management can help to develop skills and will give your members confidence! Use the SI already to assess the competencies of your Newbies and keep an eye on the competencies they already have. Think of your Pipeline management and use the TR stage to prepare your members for a specific role. It is also the basis for a successful Talent Planning!