T Tracking & Pipeline Management

Talent Tracking & Pipeline Management : Talent Tracking & Pipeline Management T Review T Planning T Fast Track Succession Planning Talent Pipeline Management

Talent Review & Succession Planning : Talent Review & Succession Planning

Talent Review : Talent Review Commitment (performance-planned achieved) Performance (Development-competencies)

Succession Planning : Succession Planning Talent Pool & Stars Leadership Roles! EBs – OCPs – TLs

Definition of Clusters : Definition of Clusters Stars:Who are they? Stars are role models. They are able to lead the organization towards greatest results at local/ regional or global level because they posses the highest motivation, capacity and ability to do it now. Many times they show their talents since the beginning of the experience. How do you identify them? They are people that inspire other people trough action; they always are striving for new challenges and they show outstanding delivery on results. They easily become leaders of the organization (EB/MC/AI)

Slide 6 : 2-3-4. Talent Pool:Who are they? People in the talent pool are the ones that have the skills and potential for top leadership positions but having just a step ahead to accomplish it probably because they are still developing some characteristics (competencies) or improving their experience (having mid leadership positions). They can have 1, 2 or more years inside AIESEC. How do you identify them? Usually they are performing pretty well, their level of commitment is high and their profile makes them to reach any kind of opportunity or position in the mid term.

Talent Review : Talent Review Commitment (performance-planned achieved) Performance (Development-competencies)

Slide 8 : 5. High committed People:Who are they? These people are the ones who have been in AIESEC for a while (One year or more) and even if they don’t have the greatest development (competencies) they are able to deliver highest results (delivery on commitments) because of their motivation and right personal alignment with AIESEC. They can be on top positions just because their passion showed for AIESEC. How do you identify them? They usually have great involvement in @, using the possibilities of our learning environment but they need to be encouraged in the short term to improve their profile of competencies through living the right experiences. They under promise and over deliver onexpected results but they can strengthen their potential much more.

Talent Review : Talent Review Commitment (performance-planned achieved) Performance (Development-competencies)

Slide 10 : 6. High Talented People: Who are they? They can be new members who just entered AIESEC with high entrance levels of competencies but their performance is still below the expected (inexperienced people) or people that are supposed to be in the taking responsibility stage (6 months -1 year) that don’t have enough motivation or training to deliver on their goals. How do you identify them? New members with right alignment before starting to work are curious (hevesli) about how to deliver on plans, willing to have responsibilities and are already thinking about moving forward their @XP. These people are much more likely to get into the talent pool because they just have to learn to become more efficient and to gain more experience. Other people on this cluster besides new members don’t perform at all because of the lack of motivation or training.

Talent Review : Talent Review Commitment (performance-planned achieved) Performance (Development-competencies)

Slide 12 : 7. Regular Performing: Who are they? Those people have more than 6 months in AIESEC (they know the organizational identity) but they entered without having the right profile (competencies level) and their personal alignment with AIESEC is pretty unclear. How do you identify them? They somehow deliver on their commitments but lack the basic competencies expected.

Talent Review : Talent Review Commitment (performance-planned achieved) Performance (Development-competencies)

Slide 14 : 8. Regular Development: Who are they? These people have an acceptable level of competencies developed that enable them to perform but their level of identification with and commitment to AIESEC or their current job role might be too low. They do not perform in the expected way. How do you identify them? They don’t deliver on their commitments.

Slide 15 : 9. Low performing: Who are they? Low performers don’t have potential in AIESEC. They lack the competencies required to perform in their roles as well as the motivation to commit themselves to increase their performance (alignment between individual and organizational goals). These people were not selected properly (usule uygun) and usually are detected (saptanan) during taking responsibility stage. How do you identify them? Their assessment of competencies is poor and they don’t deliver results.

T Planning : T Planning Talent Planning is the process of creating a clear target profile of the people you need. It is the key way to ensure you are attracting the right people to AIESEC and the people you need for exchange and leadership roles in the future

Why do Talent Planning? : Why do Talent Planning? Attract the people you need to AIESEC By targeting a specific profile of student, you can send a clear and strong message to attract that target profile. Much more effective way to recruit, rather than mass marketing. When we go and recruit Talent for AIESEC what we need to remember is that we are not necessarily looking for the best people in general, but we are looking for people who will put in their best for AIESEC. This means discovering people who will fit well with AIESEC's culture, will be participate wholeheartedly in AIESEC's activities and who will have a deep sense of commitment towards AIESEC's goals and will be able to relate to them. It is not necessarily about finding people with the right experience. It's about finding people with the right mind-set. We need to recruit for attitude and train for skill.

Talent Planning will help us answering 4 critical questions : Talent Planning will help us answering 4 critical questions How many and what kind of members do we have right now? For being able to answer this question you need to make sure that all of your current members have clear roles within your LC, with proper job descriptions! You also need to know more about the LC's overall competency analysis! That is to get to know what are the missing competencies in the LC that you need to focus on during the next recruitment.

Talent Planning will help us answering 4 critical questions : Talent Planning will help us answering 4 critical questions 2. How many members should we recruit? The first step when answering this question is to know what your LC goals are! Go through the following points based on your LC plan: How many members do you need to have till next recruitment? How many exchanges do you want to raise/match/realize during this term? How many leadership opportunities do you plan to offer during this term? How many exchanges with leadership do you plan during this term? What kind of projects / task forces / functional teams / activities do you want to run till next recruitment? What are their people needs?What is the gap between your current membership and your membership needs? What is this number?

Talent Planning will help us answering 4 critical questions : Talent Planning will help us answering 4 critical questions 2. How many members should we recruit? When you have all your answers, you should be aware of your retention rate (RR): It is calculated the following way: Nr of people currently in the LC from last recruitment / Nr of people recruited at last recruitment When you know your historical RR, you can set a goal for your RR for this term: what RR do you want to reach? Make sure your goal is realistic! Now multiply your GAP with the desired RR: GAP x RR = number of members you want to recruit! Note: this is only counting the retention rate of your new members, not your full membership!

Talent Planning will help us answering 4 critical questions : Talent Planning will help us answering 4 critical questions 3. What kind of members should we recruit? For this question, you should look into different facts and data again! · What is the current global exchange situation? - Here you need to look into the global exchange supply and demand facts, as it will determine your profiles for those members who you want to send on exchange during this term! · What is your university reality? - You need to analyse now what your market is! Check out your faculties, courses, the type of students who study at your university. · What is the gap between your goals and your current membership? - Don't just plan the numbers, but also try to find outwhat kind of skills, competencies, or knowledge is missing from your LC currently! E.g. If there is a few people with stakeholder focus, and your LC's biggest weakness is partnership management, you clearly need to get some new members who will be able to fill this gap! DON'T FORGET: the people you recruit now are going to be your pipeline for your LC's leadership and exchange!!

Synergies for Recruitment : Synergies for Recruitment For realizing a successful Recruitment, you need to synergize your processes! Think of Talent Planning – Promotion – Selection – Induction – Allocation processes as ONE PROCESS CHAIN! If you do so, it will be much easier to understand and follow the linkage between 2 parts of the process chain. Another benefit is that you will be able to handle your process chain more flexibly.  … different functional areas! Communication – Talent Management – Exchange areas have to take part in delivering your process chain! Communication: gives inputs about targeting and promotion, delivers promotion Exchange: gives input about numbers and profiles needed for recruiting members you want to send on Exchange shortly Talent Management: synergizes the information above and coordinates with the related activities

Fast Tracking & Leadership Pipeline : Fast Tracking & Leadership Pipeline

Training Goals &my expectations : Training Goals &my expectations To understand Fast Track and Leadership Pipeline not as processes but as elements of growth To know how to implement

Starting with... : Starting with... The Talent Pipeline is how our members flow from one role to another during their AIESEC Experience with the objective of increasing their development. Every role adds value to our members. The goal of Talent Pipeline Management is to make sure we have the right people in the right roles (efficient allocation) at the right time (effective flow).

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Leadership Pipelinestep by step : Leadership Pipelinestep by step People you already have People you need People you are recruiting

Leadership Pipeline step by step : Current membership profile People are in motion Filling the pipeline Leadership Pipeline step by step

Leadership Pipeline step by step : Leadership Pipeline step by step People you already have People you need People you are recruiting

Leadership Pipeline step by step : Allocate / reallocate members to functional / project positions Goal Setting Any leadership role available? Leadership Pipeline step by step

Leadership Pipelinestep by step : Leadership Pipelinestep by step People you already have People you need People you are recruiting

Leadership Pipelinestep by step : Right positions at right the time Succession, Promotion and Sharing Leading others: making me and other grow Leadership Pipelinestep by step

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Leadership Pipeline : Leadership Pipeline Ensure a proper education about creating opportunities to members ALREADY IN THE LC before start recruitment planning Develop CONCRETE opportunities where specific profiles are needed before start recruitment campaigns Think about members future and plan LEADERSHIP opportunities accordingly to your LC goals, relevant issues/projects. Have a purpose for goal setting and allocation, BE PRACTICAL!!

Complementing with... : Complementing with... The Talent Pipeline is how our members flow from one role to another during their AIESEC Experience with the objective of increasing their development. Every role adds value to our members. The goal of Talent Pipeline Management is to make sure we have the right people in the right roles (efficient allocation) at the right time (effective flow).

Complementing with... : Complementing with... Fast tracking your members using performance and development assessment makes you realize who are the best people, the ones that are delivering more results and, at same time, developing more themselves and participating in AIESEC learning environment and activities.

Fast Tracking : Fast Tracking Identifying your stars

Fast Tracking : Fast Tracking Assessment of development needs

Fast Tracking : Fast Tracking Mapping out the opportunities

Fast Tracking : Fast Tracking Supporting and tracking individual

Pipeline track ? : Pipeline track ?

Succession Planning : Succession Planning

Slide 43 : What would be the organization without Dynamic Leaders? To build a successful organization - the key element is to have good and talented leaders who are capable to lead the organization through all the ups and downs, challenges and little win to success. To have those great leaders, it is not enough to have a person with "good leadership skills"- it is highly important that the person understands the culture of the organization, current reality and the goals, understands his/her own strengths and weaknesses, knows how to use the strengths to bring the best results, know how to lead the strategies. For that: NOBODY could ever be 100% ready without preparation! For leading the organization to success:  We need to have sustainability!We need to plan your action steps!We need to prepare our successors!We need a good Talent Succession Planning!  We have to identify our positions, review our Membership, Develop potential candidates and Empower the Talent!

Slide 44 : Identify your position! Review your members! Develop your candidates! Empower your talent! Identify the characteristics of your throne (position), before selecting who will sit there. Evaluate your frog princes (members) who might be capable of fulfilling your role after becoming real princes (candidates for the position) Train & develop the princes (candidates) so that in the future they can be a better king than you. Empower the prince who deserves your throne the most by allocating him to your throne. 1 2 4 3

Identify your position! : 1 Identify your position! Identify the characteristics of your throne (position), before selecting who will sit there.

Slide 46 : 1 Identify your position! Steps Create an Organizational Chart * Outline Job Descriptions Outline Competencies and Skills

Slide 47 : 2 Review your members! Evaluate your frog princes (members) who might be capable of fulfilling your role after becoming real princes (candidates for the position)

Slide 48 : Steps Talent Review * Talent Pipeline Management 2 Review your members!

Slide 49 : 3 Develop your candidates! Train & develop the princes (candidates) so that in the future they can be a better king than you.

Slide 50 : Steps 1. Learning Environment Managementa. Individual Assessment Tool b. Talent Education and Training c. Mentorship 2. Talent Coaching * 3. Fast Track 3 Develop your candidates!

Slide 51 : 4 Empower your talent! Empower the prince who deserves your throne the most by allocating him to your throne.

Slide 52 : Steps Talent Allocation * Transition * Talent Performance Appraisal 4 Empower your talent!