Slide 1 :
Slide 2 : Introduction 5’
What? 10’
Why? 10’
How? 15’
Q&A 10’
Live support 5’ Agenda 55 min
WHAT? : WHAT? Scary TM words? Mysterious definitions? Something complicated ? Competencies… Competency Model… Competency Management…
Slide 4 : GCM is not a mystery anymore!
Competency : Competency COMPETENCY describes the work related skills and behaviour needed to effectively perform in a role.
Competency model : Competency model Role & Profile CEO
Marketing Manager
Business Analyst
LCP
AI VP ER
MC VP TM Organization DHL
ABInbev
Artemesia
Deloitte
AIESEC
Competency model : Competency model AIESEC
Competency Management : Competency Management Is simply the way we use competencies in our organization
WHY? : WHY? Express our opinion!
WHY? : WHY? Common Language
Personal Development
Management Tool
GCM – common language : GCM – common language
GCM for personal development : GCM for personal development Global Competency Model is a basis which enables you to measure the personal development of yourself and also others
GCM as a management tool : GCM as a management tool GCM provides an easy base for the organization to translate many processes in a more understandable and usable way
Slide 14 : EVERYBODY ?What is AIESEC ?Who are Change Agents which we develop? ?What we envision
Structure : What are our pillars?
Our pillars are the 5 competencies that are developed within our members to become agents of positive change and in turn, go on to create the needed impact in society. Structure
Slide 16 : Takes an active interest in, and constantly increases awareness about, other cultures and world affairs by seeking information, opinions, and ideas from diverse sources;
Seeks to enlarge personal & professional network by interacting with people of diverse cultures and backgrounds;
Works effectively with individuals of diverse cultures, styles and abilities, capitalizing on their insights and ideas;
Shows openness and flexibility towards differences in opinion, and challenges own opinion;
Demonstrates ability to adapt and adjusts to new situations/ places/ people.
Slide 17 : Scans their environment, looking out for challenges and opportunities, and ways to capitalize on them;
Comes up with innovative ideas/ solutions/ approaches in order to increase performance (of self/others/organization);
Achieves results by managing resources (material and personal), processes and risks effectively;
Works to achieve goal in spite of barriers or difficulties; actively works to overcome obstacles by changing strategies, increasing efforts, using multiple approaches, etc.
Builds on interpersonal relations to engage and build ownership from others towards achievement of common goals.
Slide 18 : Takes decisions keeping in mind the long-term consequences of present actions;
Identifies and acts keeping in mind the bigger picture and how different factors interconnect and relate to each other;
Demonstrates personal commitment for tasks and deliverables, and inspires others to take action/responsibility;
Looks for and implements innovative solutions to address societal needs and issues;
Accepts responsibility for outcomes (positive or negative) of one's work.
Slide 19 : Shows ability to empathize and sense others' feelings and perspectives (“put himself/herself in other’s shoes”);
Actively listens to others; correctly interprets messages and responds appropriately;
Communicates about own feelings and emotions and takes responsibility to manage them;
Demonstrates consistency in speech, responses and actions (“walk your own talk”);
Establishes good interpersonal relationships by helping people feel valued, appreciated, supported and involved.
Slide 20 : Is aware of his/ her own strengths and capitalizes on these in various activities;
Seeks and uses feedback and other sources of information to identify appropriate areas for own development, and sets development goals to work on these areas;
Puts acquired knowledge, understanding, or skill to practical use in daily activities; furthers learning through trial and error;
Facilitates development of others by helping them to identify their strengths, and opportunities to capitalize on them;
Works with individuals to identify areas for development, understand need for improvement, and set specific development goals.
HOW? : HOW? Let’s make it happen!
So… you say you wannause it… : So… you say you wannause it…
GCM for personal development : GCM for personal development
Me, Myself and I : Me, Myself and I Goal Setting
Self awareness
Strengths & Development Areas
Learning Needs & Opportunities
GCM for organizational management : GCM for organizational management
TM : TM Induction
Selection
Allocation and JDs
*Right Person, Right Job
Personal Assessments
Learning Activities / Training
Conferences creation
eXchange : eXchange Assessment Centers
Interviews
Review Boards
Reintegration
ER/Com/PR : ER/Com/PR GCM provides you an easier way how to communicate the „soft part of AIESEC” for the external world
Description of AIESECers can be defined easier for companies: if you can describe your product more, you can sell it more
Concrete products can be built from the outcome of measurement of competencies of your LC/Country
Opportunities in AIESEC can be communicated more concretely
You can communicate an up-to-date HR tool for the external world and by this increase the positioning of AIESEC
LCPs and MCs : Planning
Selection
Team Processes
Assessments LCPs and MCs
And More… : And More… Performance Assessment Feedback Transition
Slide 31 : Find more concrete examples for different functional areas on GCM wiki! Go to myaiesec.net
Search “Global Competency Model wiki”
Get to the section “GCM is not a mystery anymore”
Slide 32 : Q&A
Where to get specific support? : Where to get specific support? or Ask directly AI VP TM ? TMU support me now Competency Lab.
Slide 34 :