Talent Productivity & RetentionAIESEC Kolkata | LCVP TM Transitions from 2014 to 2015

Part 3

Recap

EwA

GET

ELD

KEEP

DEVELOP

LLC

EXITS

ALUMNI

ELD

KEEP

DEVELOP

The Principle of KEEP

The Principle of KEEP

Retention of our People

The Principle of KEEP

Employee retention refers to the ability of an organization to retain its employees. Employee retention can be represented by a simple statistic (for example, a retention rate of 80% usually indicates that

an organization kept 80% of its employees in a given period). However, many consider employee retention as relating to the efforts by which employers attempt to retain employees in their workforce.

In this sense, retention becomes the strategies rather than the outcome.

The Principle of KEEP

In the context of AIESEC

Team Member Programme

Team Leader Programme

TM & GIP

TM & GCDP

TM & BO

Team Minimums

TM Process Implementation

The Principle of KEEP

In the context of AIESEC

Team Member Programme

Team Leader Programme

TM & GIP

TM & GCDP

TM & BO

Team Minimums

TM Process Implementation

The Principle of KEEP

In the context of AIESEC

Team Member Programme

Team Leader Programme

TM & GIP

TM & GCDP

TM & BO

Team Minimums

TM Process Implementation

The Principle of KEEP

In the context of AIESEC

Team Member Programme

Team Leader Programme

TM & GIP

TM & GCDP

TM & BO

Team Minimums

TM Process Implementation

The Principle of KEEP

Deliver What you Promise

TMPStarting the path towards

Leadership Dev.

Practical Team XP

Global Network

Practical Hard Skill Dev Projects

TLPPersonal & professional Dev

Team Building & Management

Directing other Members

Team Member Programme

What do I need to be aware of?

Team Principles

Team Minimums

Start Stop Continue

TMP Minimum Promises

Team Member Programme

Team Principles

Team Member Programme

Team Minimums

Team Member Programme

Team Minimums

Team Member Programme

Start Stop Continue

Frame it!

Team Member Programme

TMP Minimum Promises

HR PolicyAIESEC Indonesia

TMP Minimum Promise

JD

The Principle of KEEP

Deliver What you Promise

TMPStarting the path towards

Leadership Dev.

Practical Team XP

Global Network

Practical Hard Skill Dev Projects

TLPPersonal & professional Dev

Team Building & Management

Directing other Members

Team Leader Programme

What do I need to be aware of?

Team Principles

Team Minimums

Start Stop Continue

TLP Minimum Promises

Team Leader Programme

Team Principles

Already Discussed ;)

Team Leader Programme

Team Minimums

Driving Team Minimums as a

Behavior

Team Member Programme

Start Stop Continue

Frame it!

Team Member Programme

TLP Minimum Promises

HR PolicyAIESEC Indonesia

TLP Minimum Promise

JD

The Principle of KEEP

In the context of AIESEC

Team Member Programme

Team Leader Programme

TM & GIP

TM & GCDP

TM & BO

Team Minimums

TM Process Implementation

The Principle of KEEP

In the context of AIESEC

Team Member Programme

Team Leader Programme

TM & GIP

TM & GCDP

TM & BO

Team Minimums

TM Process Implementation

The Principle of KEEP

In the context of AIESEC

Team Member Programme

Team Leader Programme

TM & GIP

TM & GCDP

TM & BO

Team Minimums

TM Process Implementation

Will be discussed during Talent Productivity

The Principle of KEEP

In the context of AIESEC

Team Member Programme

Team Leader Programme

TM & GIP

TM & GCDP

TM & BO

Team Minimums

TM Process Implementation

Team Minimums

Key Things to

remember

Timelines & Objectives

• Refer to the PDF for Timelines

• Understand the objectives yourself first. Clarify with LCP & MC

Education/Roles & Responsibility

Allocation

• Education to the EB/MB & LCP

• Define the Roles & Responsibilities of Team Minimums during Education

Accountability

• A system of accountability where the TMP holds the TLP accountable for the delivery of TXP

• A system of accountability where the EB & LCP report to you on the status on Team Minimum Education

Tracking

• Systematic & easy

• Output oriented Tracking

Team Minimums

Key Things to

remember

Timelines & Objectives

• Refer to the PDF for Timelines

• Understand the objectives yourself first. Clarify with LCP & MC

Education/Roles & Responsibility

Allocation

• Education to the EB/MB & LCP

• Define the Roles & Responsibilities of Team Minimums during Education

Accountability

• A system of accountability where the TMP holds the TLP accountable for the delivery of TXP

• A system of accountability where the EB & LCP report to you on the status on Team Minimum Education

Tracking

• Systematic & easy

• Output oriented Tracking

Team Minimums

Key Things to

remember

Timelines & Objectives

• Refer to the PDF for Timelines

• Understand the objectives yourself first. Clarify with LCP & MC

Education/Roles & Responsibility

Allocation

• Education to the EB/MB & LCP

• Define the Roles & Responsibilities of Team Minimums during Education

Accountability

• A system of accountability where the TMP holds the TLP accountable for the delivery of TXP

• A system of accountability where the EB & LCP report to you on the status on Team Minimum Education

Tracking

• Systematic & easy

• Output oriented Tracking

Aim for 100% Implementation of Team

Minimums

Team Minimums

Key Things to

remember

Timelines & Objectives

• Refer to the PDF for Timelines

• Understand the objectives yourself first. Clarify with LCP & MC

Education/Roles & Responsibility

Allocation

• Education to the EB/MB & LCP

• Define the Roles & Responsibilities of Team Minimums during Education

Accountability

• A system of accountability where the TMP holds the TLP accountable for the delivery of TXP

• A system of accountability where the EB & LCP report to you on the status on Team Minimum Education

Tracking

• Systematic & easy

• Output oriented Tracking

Create a Team Minimum Implementation & Education Plan during Planning Days*

Implement Team Minimums within EB First

*Work with EB & LCP

The Principle of KEEP

In the context of AIESEC

Team Member Programme

Team Leader Programme

TM & GIP

TM & GCDP

TM & BO

Team Minimums

TM Process Implementation

TM Process Implementation

Key Things to

remember

Timelines & Objectives

• Set up Timelines during Planning

• Understand the objectives yourself first. Clarify with LCP & MC

Education/Roles & Responsibility

Allocation

• Education to the EB/MB & LCP

• Define the Roles & Responsibilities of the Process during Education

Accountability

• A system of accountability where the TMP holds the TLP accountable for the delivery of TXP

• A system of accountability where the EB & LCP report to you on the status of the Process Implemented

Tracking

• Systematic & easy

• Output oriented Tracking

TM Process Implementation

Eg: Reallocation

Timelines & Objectives

• Post MB Announcements

• Obj: Higher TMP Retention

Education/Roles & Responsibility

Allocation

• Education at EBM

• Responsible for making the application is VP TM, responsible for driving down the same is the EB, responsible for taking interviews is MB

Accountability

• EB needs to report to the VP TM on status of the same post Applications are out

• MB needs to report to VP TM on status of interviews

Tracking

• Tracking is done on Membership Tracker

• Reallocation results will be announced in GBM

Eg: Reallocation

Timelines & Objectives

• Post MB Announcements

• Obj: Higher TMP Retention

Education/Roles & Responsibility

Allocation

• Education at EBM

• Responsible for making the application is VP TM, responsible for driving down the same is the EB, responsible for taking interviews is MB

Accountability

• EB needs to report to the VP TM on status of the same post Applications are out

• MB needs to report to VP TM on status of interviews

Tracking

• Tracking is done on Membership Tracker

• Reallocation results will be announced in GBM

As You can see, Team Minimum Implementation is in

itself a TM Process

Eg: Reallocation

Timelines & Objectives

• Post MB Announcements

• Obj: Higher TMP Retention

Education/Roles & Responsibility

Allocation

• Education at EBM

• Responsible for making the application is VP TM, responsible for driving down the same is the EB, responsible for taking interviews is MB

Accountability

• EB needs to report to the VP TM on status of the same post Applications are out

• MB needs to report to VP TM on status of interviews

Tracking

• Tracking is done on Membership Tracker

• Reallocation results will be announced in GBM

TM Process Implementation can also lead to higher LnD

[Develop]

Eg: Reallocation

Timelines & Objectives

• Post MB Announcements

• Obj: Higher TMP Retention

Education/Roles & Responsibility

Allocation

• Education at EBM

• Responsible for making the application is VP TM, responsible for driving down the same is the EB, responsible for taking interviews is MB

Accountability

• EB needs to report to the VP TM on status of the same post Applications are out

• MB needs to report to VP TM on status of interviews

Tracking

• Tracking is done on Membership Tracker

• Reallocation results will be announced in GBM

Define TM Process during Planning Days

[Along with Recruitment Planning & Team Minimum Implementation]

The Principle of KEEP

In the context of AIESEC

Team Member Programme

Team Leader Programme

TM & GIP

TM & GCDP

TM & BO

Team Minimums

TM Process Implementation

Moving to

Develop

The Principle of Develop

Talent Productivity

The Principle of Develop

Talent Productivity

Productivity is an average measure of the efficiency of production. It can be expressed as the ratio of output to inputs used in the production process, i.e. output per unit of input.When all outputs and inputs are included in the productivity measure it is called total productivity. Outputs and inputs are defined in the total productivity measure as their economic values. The value of outputs minus the value of inputs is a measure of the income generated in a production process. It is a measure of total efficiency of a production process and as such the objective to be maximized in production process.

The Principle of Develop

In the context of AIESEC

Team Member Programme

Team Leader Programme

TM & GIP

TM & GCDP

TM & BO

Learning & Development

Other Models of LnD

The Principle of Develop

In the context of AIESEC

Team Member Programme

Team Leader Programme

TM & GIP

TM & GCDP

TM & BO

Learning & Development

Other Models of LnD

The Principle of Develop

Learning & Development

LEAD Learning

Personal Development

LEAD Learning

Personal Development

Refer to PDF

The Principle of Develop

Where does LnD Take us?

Productivity

The Principle of Develop

Performance & Productivity

Present the Output

Use people analytics to calculate

Understand the concept

Performance & Productivity

Present the Output

Use people analytics to calculate

Understand the concept

Understand Productivity (Hacking TM)

Understand FO BO (NSC CommOutput)

Performance & Productivity

Present the Output

Use people analytics to calculate

Understand the concept

Use Sample PA’sRefer to HR Business Intelligence

Present the Output

Use people analytics to calculate

Understand the conceptAt EBM/MBM/GBMRefer to talent review

The Principle of Develop

Where does LnD Take us?

Productivity

The Principle of Develop

Journey Assessment

Refer to Membership Mapping xlsRefer to Personal Development

The Principle of Develop

In the context of AIESEC

Team Member Programme

Team Leader Programme

TM & GIP

TM & GCDP

TM & BO

Learning & Development

Other Models of LnD

In the context of AIESEC

Team Member Programme

Team Leader Programme

TM & GIP

TM & GCDP

TM & BO

Learning & Development

Other Models of LnD

Why is this important?

The Principle of Develop

TM Synergy

TM & GIP

• What are the major Local & National GIP Projects?

• What is the new GIP Process Flow

• How is TM working in synch with GIP?

• Are you running TM projects like EP LEAD, EP Journal, EP minimums , Programme based Recruitment etc based on the same? Etc

• Are you reviewing GIP Plans & Timelines

• Does your VP GIP think like a VP TM?

TM & GCDP

• What are the major Local & National GCDP Projects?

• What is the new GCDP Process Flow

• How is TM working in synch with GCDP?

• Are you running TM projects like EP LEAD, EP Journal, EP minimums , Programme based Recruitment etc based on the same? Etc

• Are you reviewing GCDP Plans & Timelines

• Does your VP GCDP think like a VP TM?

TM & Backoffice

• TM & Marketing- Recruitments, Branding, External Opportunities for members

• TM & CIM- Business Intelligence, Tracking

• TM & F- Investments & ROI from membership. Use membership as a means to earn revenue by paying off recon fees as every member does exchange

• TM & BD- External Opportunities for members

• TM & Expansions- running TM in expansion units

TM & GIP

• What are the major Local & National GIP Projects?

• What is the new GIP Process Flow

• How is TM working in synch with GIP?

• Are you running TM projects like EP LEAD, EP Journal, EP minimums , Programme based Recruitment etc based on the same? Etc

• Are you reviewing GIP Plans & Timelines

• Does your VP GIP think like a VP TM?

TM & GCDP

• What are the major Local & National GCDP Projects?

• What is the new GCDP Process Flow

• How is TM working in synch with GCDP?

• Are you running TM projects like EP LEAD, EP Journal, EP minimums , Programme based Recruitment etc based on the same? Etc

• Are you reviewing GCDP Plans & Timelines

• Does your VP GCDP think like a VP TM?

TM & Backoffice

• TM & Marketing- Recruitments, Branding, External Opportunities for members

• TM & CIM- Business Intelligence, Tracking

• TM & F- Investments & ROI from membership. Use membership as a means to earn revenue by paying off recon fees as every member does exchange

• TM & BD- External Opportunities for members

• TM & Expansions- running TM in expansion units

Because how will you DEVELOP AIESEC, if you are not 100% clear of how our programmes run, and how

you can run with it? ;)

The Principle of Develop

In the context of AIESEC

Team Member Programme

Team Leader Programme

TM & GIP

TM & GCDP

TM & BO

Learning & Development

Other Models of LnD

In the context of AIESEC

Team Member Programme

Team Leader Programme

TM & GIP

TM & GCDP

TM & BO

Learning & Development

Other Models of LnD

The Principle of Develop

Other Models of LnD

GCM GLE IJ OJTM & LnD

Model

The Principle of Develop

Other Models of LnD

LDM

LDMCheck

Resource Hub!

The Principle of Develop

In the context of AIESEC

Team Member Programme

Team Leader Programme

TM & GIP

TM & GCDP

TM & BO

Learning & Development

Other Models of LnD

In the context of AIESEC

Team Member Programme

Team Leader Programme

TM & GIP

TM & GCDP

TM & BO

Learning & Development

Other Models of LnD

Overall Productivity is Affected by:

1) Not enough people/too many people (OS/Capacity/Retention issues)

2) I don’t want to do it (Bad Team XP, Team Minimums)

3) I don’t know how to do it (Learning & Development)

In the context of AIESEC

Team Member Programme

Team Leader Programme

TM & GIP

TM & GCDP

TM & BO

Learning & Development

Other Models of LnD

Hence, use the data wisely & smartly(refer to)

-HR Business Intelligence-Doing cool stuff with my data

The Principle of KEEP

In the context of AIESEC

Team Member Programme

Team Leader Programme

TM & GIP

TM & GCDP

TM & BO

Team Minimums

TM Process Implementation

In the context of AIESEC

Team Member Programme

Team Leader Programme

TM & GIP

TM & GCDP

TM & BO

Team Minimums

TM Process Implementation

Talent Productivity & RetentionAIESEC Kolkata | LCVP TM Transitions from 2014 to 2015

End of Part 3