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TALENT MANAGEMENT ANNUAL INTERNAL AUDIT NLS 2014 AIESEC in Kolkata

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Annual Internal Audit -- National Leaders Summit 2014

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Page 1: AIESEC Kolkata Talent Management 2013

TALENT MANAGEMENT

ANNUAL INTERNAL AUDIT – NLS 2014

AIESEC in Kolkata

Page 2: AIESEC Kolkata Talent Management 2013

Part A: Learning and Development

1. Present an overall report on the Membership Learning Curve implemented in your Local Committee in the year 2013. Do address the following aspects:

Learning Cycle of a Member from recruitment - end of their first TMP. Do mention if this changed (and how) for different recruitment cycles.

Elements of GLE made use of during the learning processes.

Induction modules & measures.

Mentorship Modules.

Any additional measure taken up by your LC for the same.

The issue of ensuring that every Member’s growth in the LC was being tracked and identified had been identified by AIESEC Kolkata and with added intensity post NSC. Membership Learning Curve was implemented in the ways below. It covers all nationally sent resources as well as measures and

innovations we took up.

(i) AIESEC Test

AIESEC Test responses : https://docs.google.com/a/aiesec.net/spreadsheet/ccc?key=0AqtzdhRgzRN-

dHM1MU0zQTdnYk9tU3pqcGNQaVVBMHc&usp=drive_web#gid=0

Individual Emails were sent to members with personalized messages that consisted of the way forward

based on scores.

Page 3: AIESEC Kolkata Talent Management 2013

We implemented the test again on 13th December 2013 after nearly 3 months to check the growth of

each individual.

Page 4: AIESEC Kolkata Talent Management 2013

CASE STUDY – Tanvi Ajmera

A good example of AIESEC Test is that of Tanvi Ajmera, an August 2013 recruit in the TM Department,

who filled the test on 26/9/10 as a Newbie with scores: GA:12, SR:13,EI :12;EO:11;PL:12 and took the

test again on 13th December 2013 still as a Member of the TM Department with better scores GA :12,SR

:14;EI:14; EO:12; PL;13.

Tanvi is now the VP CIM of AIESEC in Kolkata 2014-15 and her learning curve was tracked via this Test

which showed massive growth with time in the organization, and as a Team Member of Talent

Management in 2013.

(ii) LEADs throughout the Year

Need based LEAD’s happened throughout the Year as mentioned in all previous Audits. 20 LEAD’s were

conducted and tracked till NSC and 3 were conducted in November (LEAD Week- November Audits) and

finally one more External LEAD was conducted by Chirag Chhalani at December LCong 2013 on the

theme of Possibilities which is the LCP 2014-15, Apurva Vurity’s Year theme, bringing the total LEAD

count to 24 successful Sessions for AIESEC Kolkata.

(iii) 3 Mentorship’s: Each for January, April and August Recruits

Mentorships happened post recruitments. Till JNC the National Mentorship Module was used. Post

August, the GCM Model based Mentorship was implemented.

Here is the proof of all:

April Recruitments Mentorship Tracker:

https://docs.google.com/a/aiesec.net/spreadsheet/ccc?key=0Ah50JfOAy7irdENMRFB0ajRHZ0hRcHlnR0

1VSzBGMEE&usp=drive_web#gid=0

Page 5: AIESEC Kolkata Talent Management 2013

April/May Mentorship Feedback Form :

https://docs.google.com/a/aiesec.net/spreadsheet/ccc?key=0Ah50JfOAy7irdEhvd2R1SkREdUdwS0RkQz

g3YjlLSFE&usp=drive_web

(iv) 3 Local Training Seminars: Each for January, April and August Recruits

3 LTS’s were held in January, May and September, post Recruitments.

Also an LC Day was held post JNC, 101 Days before 31st December.

Page 6: AIESEC Kolkata Talent Management 2013

(v) Performance Appraisal

Individual Performance Appraisals were done for the entire management Body. They acted as internal

Audits for our TL’s and played a major role in bringing to light the reality of individual contribution in the

LC. Department wise Performance Appraisal was also conducted.

Sample Analysis done by VP TM of Manager OGIP – Shantanu Ojha

(vi) April LCong 2013 and December LCong 2013

April LCong and December LCong also played a role in shaping the learning curve of members via LEAD’s

and sessions. All of which had pre sensing/survey done before :

https://podio.com/webforms/6187110/482101

December LCong : https://www.facebook.com/media/set/?set=a.10152147429344940.1073741872.61472944939&type=3

Page 7: AIESEC Kolkata Talent Management 2013

April LCong: https://www.facebook.com/media/set/?set=a.10151559129484940.1073741827.61472944939&type=3

(vii) Individual MB Tracking was done via a separate Tracking tool and monitored by the LCP and

VPTM Exclusively.

A specialized tracking tool was created by the LCP and VP TM in Q4 to track the Performance and

Learning and experience of the MB, individually on a weekly basis, with need based review format

MBM’s. The Tool mainly tracked Performance, but the Learning aspect from the same was covered at

MBM’s.

It is here :

https://docs.google.com/a/aiesec.net/spreadsheet/ccc?key=0AogEjWmo5azkdDdMZlZYLWJUNEJHOXhJ

V1hHQk9xelE&usp=drive_web

Page 8: AIESEC Kolkata Talent Management 2013

August Mentorship Based on GCM

Mentorships in august were based on Global Competency Model driven down nationally implemented

by Chandigarh. It was a brilliant way of analyzing the competencies of new recruits for department

allocation and for mentor mentee bonding.

Global Learning Environment

We have used all spaces of GLE including Virtual Spaces.

1) Conferences and Seminars – Via Physical LEAD (Internal and External)

2) Learning Circles: Mentorship Groups and during GBM’s

3) Mentoring: After each of our 3 Recruitments this Year

4) Individual discovery and self reflection: Our November LEAD Week had this aspect strongly (LEAD to

Connect). In the first six months we used the “I and me” concept to build this connect via LEAD.

5) Team Experiences: OC, MB Roles : Tracking for all the same done.

6) Virtual Spaces: Virtual LEAD:

https://dl.dropboxusercontent.com/u/82185019/AGENDA_GBM_DECEMBER%2015TH_2013.docx

All AIESEC Kolkata GBM’s in 2013:

https://www.facebook.com/media/set/?set=a.10151637432589940.1073741844.61472944939&type=3

These are some of the few things that helped reduce the time of being recruited to the first ELD

Contribution. We realize the importance of the first TMP and hence August and September we

only concentrated on new member learning and tracking of personal as well as performance

growth. The performance of all new recruits has been tracked well.

Page 9: AIESEC Kolkata Talent Management 2013

2. Present an overall report on the Member Development Module

implemented in your Local Committee in the year 2013. Do address the

following aspects:

Integration of learning in the TN/EP flow of exchange departments. Same in the processes of exchange support departments. How?

Leadership Development measures taken. Provide additional report on external partner (if employed for LEAD), including a MoU for the same.

Explain how this helped your LC change a behavior collectively that influenced performance.

Member Development Assessment. How?

(i) AIESEC in Kolkata implemented an LTT Structure from Quarter 2 itself. And it was this Local Training

Team that addressed the factor of Membership Training and Development in our LC. The LTT Structure

was revamped Post JNC and better insights were provided by incorporating evolved training techniques

as suggested by 2 of our Local Chapter’s NTT Members who had attended TtT in Mumbai. (Husain Lucky

and Devansh Khaitan). A new LTT Tracking Tool was created and new members were also added to the

evolved LTT. Details of LTT is on the training Report

(ii)AIESEC in Kolkata had initiated a fully functional Member Experience Task Force : Which was a

decentralized Task Force looking into ways of enhancing our Member’s experience and tracking the

same. The METF consisted of VP TM as a Chair and 2 Vice Presidents (VP iGIP and VP Expansions), one

Director (Director LnD) and 2 Managers (Manager Marketing and Manager Associate Membership).

(iii)LEAD has been a central focus, especially External LEAD Mr. Avadhut Das who is Head Trainer, Silva Method (India) was AIESEC in Kolkata’s External LEAD partner till NSC. He used to deliver LEAD’s at

GBM’s and was a BD Client. The invoice for his services is here : https://dl.dropboxusercontent.com/u/82185019/invoice-aiesec.pdf

And the MOU for LEAD is here : https://dl.dropboxusercontent.com/u/82185019/SILVA_MOU.pdf

Page 10: AIESEC Kolkata Talent Management 2013

Snippet of the MOU:

Post NSC we decided to shift our focus and the nature of the LEAD’s which is why, November LEAD

Week and December LCong had only AIESEC alumni (like Bitika Kaur) and AIESEC National Vice Presidents like Chirag Chhalani delivering LEAD’s.

LEAD Sensing was introduced at NSC where we ensured we are taking surveys/feedbacks with members and TLs of the department to sense if a LEAD is needed and on what. Here is the LEAD sensing report:

https://drive.google.com/file/d/0B6tzdhRgzRN-THFiQTY2ZW03UzA/edit?usp=sharing

Here is the LEAD Report:

https://docs.google.com/a/aiesec.net/file/d/0B6tzdhRgzRN-emdYbFNvR3Q5Ym8/edit

Page 11: AIESEC Kolkata Talent Management 2013

EXTERNAL LEADS THIS YEAR (Please refer to NSC Audits for the complete list of Internal and Internal LEADs)

Name of LEAD Target Objectives Documented?

Globalization (External LEAD)

GB Self awareness on the world around AIESEC, linking Globalization to GCDP and GIP-

Delivered by Mr.Moses, Professor of Techno India College Kolkata (UR for oGCDP)

http://www.myaiesec.net/content/viewwiki.do?contentid=102639

29

LEAD on “living energy and

transformative frequencies by

SILVA INDIA KOLKATA

(External LEAD- BD Partnership)

GB LEAD on Hypnosis and using Psychology and meditation to cope with stress and life’s daily

problems BD Partnership)

LEAD not documented by Promo Poster for the Organization is

here https://www.facebook.com/photo.php?fbid=10151917049499940&set=a.394508804939.169660.61472944939&

type=1&theater The MOU is here

https://dl.dropboxusercontent.com/u/82185019/SILVA_MOU.pdf

LEAD – The River of Life

GB at LCONG

LEAD by Vaibhav Toshniwal on Self Reflection http://www.myaiesec.net/content/viewwiki.do?contentid=102572

18#Vaibhav Toshniwal's Session

(LEAD)

EP LEAD GB LEAD given by the ICX EP’s on Intern Problems and Intern Integration into the LC, by Elaine

Marcal- National Support Team Learning and Development, AIESEC Brazil and iGIP Intern for

AIESEC Kolkata

https://www.facebook.com/photo.php?fbid=10151721437429940&set=a.10151637432589940.1073741844.61472944939&type=3&th

eater

Who Started it? MB To address culture issues among the MB and ensuring they start taking ownership for their

actions. Taken by Luveen Alva on this Coaching Visit to Kolkata

http://www.myaiesec.net/content/viewwiki.do?contentid=102639

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LEAD Week : BD and iGIP

GB To work upon a strong understanding of back office-meets front office and create a culture of

understanding among the 2 of our largest departments.

Taken by VP BD 2011 and VP iGIP 2012: Bitika Kaur

PPT sent in November Audits

Virtual LEAD (First AIESEC “The Final Lap”: Taken on 15th December 2013 https://dl.dropboxuse

Page 12: AIESEC Kolkata Talent Management 2013

Virtual LEAD of AIESEC Kolkata)

Bhubaneswar

(Expansion)

by Devansh Khaitan. It was the 1st virtual LEAD of AIESEC Kolkata (AIESEC Bhubaneswar is an

Expansion entity)

rcontent.com/u/82185019/AGENDA_GBM_DECEMBER%2015TH_

2013.docx

LEAD on Possibilities

GB Taken by Chirag Chhalani (MCP OD and AIESEC Kolkata LCP 2012) at Dec LCong,with an

objective to align the members to the Year theme of 2014.

There was no PPT used for this. It was a conversation themed LEAD with music and

pictures on the screen.

(iv)Membership Development Assessment:

Please refer to the Membership Learning Curve Report.

(v)The Integration of Learning with the TN/EP Flow of Exchange Departments and the same for

Exchange Support was covered via the LTT in their Training. Details are in the Training Report.

There was a common agenda with things to be covered for each department given to the LTT and the

training was extremely practical operational. All details are in the training report below.

3. Present an overall report on the Training Module Implemented in your Local Committee in the year 2013. Do address the following aspects:

Regulation of the LTT (if employed)

Training format used throughout the year.

Explain how this module helped your LC develop skills collectively that influenced performance.

AIESEC in Kolkata had an extremely efficient, well tracked and well executed LTT (Local Trainer team

structure).

Page 13: AIESEC Kolkata Talent Management 2013

Q2 had an 11 member Decentralized LTT with one representative of each department consisting of high

performing Managers along with VP’s and Directors. The VP TM Chaired the LTT. The Q2 Team is below:

Post JNC, the LTT structure (and the people in it) were revamped and it is below. A smaller structure was

initiated which made tracking and accountability much easier.

Page 14: AIESEC Kolkata Talent Management 2013

Tracking and Documentation of Training for AIESEC Kolkata has been done on our Training Wiki :

http://www.myaiesec.net/content/viewwiki.do?contentid=10275682

Complete Training Report(which has the training pattern, the agenda, the minutes, feedback

recieved): http://www.myaiesec.net/content/viewfile.do?contentid=10263280

Page 15: AIESEC Kolkata Talent Management 2013

O4 LTT Tracking Tool

:https://docs.google.com/a/aiesec.net/spreadsheet/ccc?key=0Ah50JfOAy7irdFJPWFlJei1leE4zblFjRF9wd

nhWSVE&usp=drive_web#gid=1

(We used this tool for the VP TM to track the LTT Members on their weekly training)

Example 1 : Samiksha (LTT for iGCDP)

Example 2 Raunak (LTT BD)

Page 16: AIESEC Kolkata Talent Management 2013

Q4 LTT Feedback Form: https://podio.com/webforms/5569027/436986 and the responses are here:

https://docs.google.com/a/aiesec.net/file/d/0Bx50JfOAy7irdjRaUnZRZEdsLVE/edit

The LTT Training really helped AIESEC in Kolkata in terms of actual ELD. Which was tracked by our Winter RnR: Race to

Survival. And many portfolios especially iGCDP and iGIP grew massively in terms of Matching capacity post Training.

IGIP and BD grew in sales with both getting boost from the training received. The November LEAD Week post Training

and the December LCong kept members motivated and helped them discover their why in the organization. We tried

making our training and LEADs as operational as possible and it has surely helped in ELD. We end with a good 238

Projections which is the highest in our 26 Years of existence and we are sure good LnD Practices have helped achieve this

and have set pipeline for next year in terms of both leadership and membership.

Page 17: AIESEC Kolkata Talent Management 2013

Part B: Talent Capacity Areas GCDP ICX GCDP OGX GIP ICX GIP OGX

Members that

were recruited

in department in

2013

71 58 65 27

Members at

present as on

31 December

29 17 23 7

TMP

experiences

delivered

97 68 82 34

TLP

experiences

delivered

30 23 27 11

OS of the

department

VP – Number of

TL with their Job

title and number

of members

under them

2 VP iGCDP. Along with

2 Managers each (total

4 managers)

5 members divided

among the 4 managers.

2 Managers for Raising

and Matching and 2

Managers for

Engagement and

Delivery. The EnD

Managers also have

Associate Members

under them.

2 VP oGCDP along with

a Director oGCDP under

them who handled one

major City UR (As an

account manager).

Below the Director is an

iXP Manager (3

members), Expansions

Manager(2 members

and LCC) , Adhoc

Manager (3

members)and Manager

UR and IR. (3 members)

3 VP iGIP.

One of them was VP

iGIP Sales. One was

VP iGIP Matching and

Delivery and the last

was VP iGIP ET.

VP Sales had a

Director Sales under

him, who in turn had 6

Members looking only

into Sales.

VP Matching and

Delivery had 2

Matching and Delivery

managers who each

had 4 members. And

the Manager iGIP ET

was working on

AIESEC School of

Language in an OC

One VP OGX who had

a Manager oGIP

looking into IT, ET and

MT. He also acted as a

CIM Responsible and

produced Business

Analysis reports for

oGIP. He had 5

members who acted as

Account Managers.

Members 1 1 2

Page 18: AIESEC Kolkata Talent Management 2013

reintegrated in

the department

Note – We had 3 quarters this year of 4 months each. Members recruited is so high because we had a

December 2012 recruitment and then again an April 2013 and August 2013 recruitment. So 3 major

recruitment cycles where only August worked for very well for us in terms of retention.

Recruitment Report AIESEC in Kolkata has always taken its recruitment really seriously as we believe that selection of the

best members will lead to retention of the best members which obviously leads to performance. We

recruited 3 times this year-

December (Jan’13 LTS) – 80 members.

April (may’13 LTS) – 120 members.

August (Sept. ’13 LTS) – 130 members.

Apart from this we converted 15 AMs in the month of December.

Total Recruited in the year: 345 members.

In December we had simple GDs following by TA and PI for selection. In the month of April we innovated

with Behavioral Interviews in 40% cases. But in August Kolkata implemented the national selection pilot

project for recruitment. Here we tried Case Studies and also innovated on the scoring sheet in both the

case study as well as PI round according to our local reality needs. This was one the best selection

process implemented and has helped in quicker new recruit to ELD conversion as well as retention of

members. The report for this recruitment has been sent nationally with earlier audits. In December’13

we recruited 15 AMs who had shown a lot of progress and worked hard in their individual job role

during their two month AM Project by a personal interview.

We realized this year that recruiting more makes less sense than recruiting quality. Hence from now we

will only recruit quality members and the parameters to judge applicants will be pre defined because we

feel it doesn’t make sense to recruit bulk and not be able to provide best experiences to them.

Eg. This was the CS scoring sheet used.

Name of EB Member:

Introducing the Problem/Situation

O-2

Watchdog Speaks with fluency and is clear with the points

Intellectual Step by Step breakdown for problem solving

Timekeeper Sound Judgment meeting

Page 19: AIESEC Kolkata Talent Management 2013

Consensus

0-4

Problem breakdown

Generates new ideas , adds new dimensions ,knowledge level is strong

Salesman reasoning skills , builds opinion in the group

Communication maintain order , removes chaos , prevents distraction

Sound judgement keeps track on time , helps group progress with topic

-( 0-4

Disruptive Shouts, Waves, any

Inappropriate behavior

Negative Criticism Demotivates others

Spectator

Role in case study is limited ( hesitant , shy , mute spectator)

Cut Off Score : 10

The average time taken for recruitment is 2 weeks only promotions and 2 weeks selections. In April due

to lack of time we had a one week of intense selections and in August we had selections for 3 weeks

because of the huge number of form sales and small groups of Case Studies. Average time taken for

selections is 2 weeks with a team of 4-5 well briefed EB Members taking PIs. Our filtration rate on the CS

was 54% which was of a great help for quicker recruitment.

The turn up % for the recruitments were as follows:

December’12: 86%

April’13: 75%

August’13: 94%

Kolkata has always concentrated on EWA to ELD conversions. Strong marketing makes it possible to

deliver a lot of YEs for every recruitment and hence recruit a lot of members through this. Also, good

Associate Membership implemented from the start of the year made it possible to recruit them as they

understand TMP/TLP roles much better than non AMs.

We recruited 142 members from YEs and 51 AMs got converted to TMP TLP throughout the year. This

means that 56 % of all members recruited were through EWA and this shows a good sign as definitely

members going through an AM Project or YE know more about the organization when recruited. Our

AM Projects are sustainable and we hope to recruit 40% of all members from AMs in 2014.

AIESEC in Kolkata was introduced to the concept of talent backward planning in July, however we

followed a similar procedure in March. We performed a clean up and saw the number of members

required in March for a Q2 and accordingly recruited and allocated. In August recruitment this process

Page 20: AIESEC Kolkata Talent Management 2013

was followed religiously with a lot of planning taking place before the recruitment. This was a major

reason why the recruitment was successful. We knew exactly which portfolio required how many

members with which job roles to offer and which competencies to look for in an applicant for that job

role. The planning has already been shared nationally and we were given a green signal. Apart from this,

we focused on filling the gap left after recruitment through department change processes.

Member allocation was done in August based on the PI selection sheet and the mentorships. We looked

at the 5 core competencies of all members during mentorship (similar to what was flown down

nationally by Sahil implemented in Chandigarh) for allocation. We also took department choices at LTS

but informed them that their choices only holds 30% of the allocation process while their competencies

noticed is the major factor. So the PI and the mentorship were the allocation basis. We performed

programme based recruitment for special skill sets like OGIP and IM where members from technical

back grounds were needed.

Induction and Training Report:

Training and Induction was the responsibility of the LTT which was implemented even before JNC. LTT

Details are given in part A of the report.

Being part of the NTT, VP Expansions and VP TM trained the NTT according to the module driven down.

The objective of the NTT was to ensure one exchange in the least time possible of each member trained.

We tracked the performance of the members who were trained here:

Tracking and Documentation of Training for AIESEC Kolkata has been done on our Training Wiki :

http://www.myaiesec.net/content/viewwiki.do?contentid=10275682

Q4 LTT Report (which has the training pattern and all training minutes):

http://www.myaiesec.net/content/viewfile.do?contentid=10263280

O4 LTT Tracking Tool

:https://docs.google.com/a/aiesec.net/spreadsheet/ccc?key=0Ah50JfOAy7irdFJPWFlJei1leE4zblFjRF9wd

nhWSVE&usp=drive_web#gid=1 (We used this tool for the VP TM to track the LTT Members on their

weekly training)

We saw that the average time for a new recruit to do one exchange had come down a lot due to the

operational induction package followed to perfection in all our trainings.

--Especially in IGIP, one new recruit got a match within a week after her LTS which was unheard of in

AIESEC Kolkata before. Average time for a member to perform in IGIP was one month. For IGIP and BD,

we tried the sales training package and it worked well for us as BD has over shot its targets for the year

and IGIP showed a lot of growth in Q3. Sales used to be feared in Kolkata before 2013 but because of

operational training by externals + alumni, this has become our strong point.

--November saw all new members of IGCDP doing exchanges and this reflects in our stats.

Page 21: AIESEC Kolkata Talent Management 2013

--OGIP membership (apart from a few) has not been able to perform yet while average time for raising

and matching of OGCDP is one and half months.

Detailed tracking has already been sent before and are in the above links. The feedback for the training

in August has been excellent, especially in the ICX and Support Departments.

Please also refer to Part A of this report under Learning and Development. This is in attempt to not make

audit repetitive.

Process Implementation The TM Department of AIESEC in Kolkata believed that more than “what we do” it is important “how we

do it”. Hence we concentrated on a few things that would help achieve our MOS and try and do it to

perfection. I can proudly say that the TM Processes started this year will surely take Kolkata forward in

2014. Individual details for each process asked are below.

Reallocation:

Period of implantation: Before April Recruitment and August Recruitment, ie. At the end of both TMP

Cycles.

Success: We tried to create a behavior where members from Exchange Departments were going to

Exchange Support as these are the people who will be able to contribute to supporting exchange. We

were quite successful in this as we recruited new members mostly into Exchange in August and had

reallocated to fulfill membership needs of Exchange Support.

Membership Covered: 6 people changed their departments in April while 13 people changed their

department in August. We had an endorsement process for reallocation that was followed by a short

interview/expectation setting.

Page 22: AIESEC Kolkata Talent Management 2013

Quality of Team Experience:

Quality of the team experience being delivered is a major focus area for Kolkata. Though the national

NPS of TMP is low due to less members filling it and receiving the email, the national NPS of TLP is

extremely high. But we had a lot of internal quality checking in 2013 with action steps solving detractors

of the experience.

Period of implementation: We had 4 internal quality checks of TMP as well as TLP at the end of every 3

months. A form was released and it was compulsory for each and every active member to fill it. It

performed as a –

1. Health Check of the LC with active membership at the end of every term.

2. Quality measure of each members experience in the term that ended with the same scale of 0-

10 as the national NPS.

3. Membership Development Assessment.

Success: This was one of the most successful innovations this year as it achieved every single

MOS attached to it. Quality improved with feedback as members were sent individual emails

with solutions to improve their experience. One example is below.

Membership covered: Every single member of AIESEC Kolkata.

Links to the internal quality forms released:

https://docs.google.com/a/aiesec.net/forms/d/1hhAClTJdGTKZ1wf3A6YBzBIT3-

NIPGzaAKGjwAr9Dbo/viewform

https://docs.google.com/a/aiesec.net/forms/d/1xiocA9ZOGUgogFEcXLCHE73enLa8lIq_V-8e4-

gAz2M/viewform

Page 23: AIESEC Kolkata Talent Management 2013

Mentorship: We had mentorships after all 3 recruitments. In August we followed the GCM Mentorship driven

down nationally that was implemented by Chandigarh and it really helped in mentor mentee

bonding as well as department allocation.

Period of Implementation: January, May, September.

Success: Only August was extremely successful as we had clarity about mentorship before which

we followed the same agenda driven down in 2012. August mentorships were a major reason of

member retention and performance.

Membership Covered: Every single new recruit.

Mentorship module used:

https://docs.google.com/a/aiesec.net/file/d/1Hkyq4gEgWDxAbTCKxm4Im6l6fDep74VwrYDriI05

kgsSHf5Tdd3SN6d_DnjL/edit

Feedback taken example:

https://docs.google.com/a/aiesec.net/spreadsheet/ccc?key=0Ah50JfOAy7irdEhvd2R1SkREdUdw

S0RkQzg3YjlLSFE&usp=drive_web#gid=0

Succession Planning:

When we were planning our year in January, a major MOS of TM was applicants for MB, OC and

especially EB Roles. We have seen a huge growth in the number of applicants and the people interested

to take up roles in the organization. Succession planning was done in various manners:

MB divided into quadrants every two months with action steps to each person in a particular quadrant.

Page 24: AIESEC Kolkata Talent Management 2013

Stress on leadership journey and growth path showcasing to individual how person has evolved from

beginning of the year to retain them for succession.

We always had over double the applicants needed for every role, be it MB or EB.

OC roles saw approx 35-40 applicants for each role of 10-12 members.

MB saw 52 applicants in August as required 24 positions.

EB 2014 saw 40 applicants while 13 got selected.

This shows how we have improved in our membership handling and how they are eager to take forward

roles in the organization.

Need based Recruitment:

No such need based recruitment took place as we always planned our recruitment in advance and

recruited enough to ensure we sustain till the next recruitment. April/May recruitment were supposed

to be need based but due to crunch we did a major recruitment anyway but this didn’t work for us. In

2014 we will surely follow the national cycle of recruitment ie. February and August.

December 2013 saw 15 AMs converted as their terms got over so this can qualify as a need based

recruitment.

Associate Membership:

AIESEC in Kolkata has tried a LOT of innovations in associate membership this year and can proudly say a

lot worked for us.

Period of implementation: February – March, May – July, October – December.

Success: We have converted 51 Associates to TMP/TLP, 6 OGCDP raises have come from AMs and 4 ASL

Registrations have come from Associate Membership. Apart from this, 85% of Delivery initiatives of the

LC come from AMs and they are completely responsible for delivery of incoming EPs.

These are figures that show the success of AMs of Kolkata and are moving towards a stage where AMs

lead to 40% of member recruitment, 10%OGCDP raises and 100% delivery of EPs.

Total AMs recruited in the year: 116. Converted: 51.

Innovations: Newsletters released 4 times, facebook page and AM Buddy system for accountability,

tracking performance of AM Converts to tmp/tlp (faster performance and higher retention as compared

to non AM)

Page 25: AIESEC Kolkata Talent Management 2013

Tracker for Converted AM’s:

https://docs.google.com/a/aiesec.net/spreadsheet/ccc?key=0AtzuN7JNeLaHdDN1TFQ4SVVtb2RfcjNtOD

BQR25PMWc#gid=0

IXP

IXP has been a major Focus Area for Kolkata. We realized 22 EP’s this year who have gone on exchange

and returned. Case studies are of Amit Agarwal (Current VP oGCDP 2014). His report has been sent

Nationally before.

Link to IXP Realized List: https://docs.google.com/spreadsheet/ccc?key=0AqtzdhRgzRN-

dEVoenhTcTI1UUtQOVc3YzQ3cFpWM3c&usp=sharing

TMP/TLP on Exchange

Kolkata worked hard to ensure TMP/TLP on Exchange was implemented right in Q1 and Q2 of 2013. We

had a form which was required to be filled by EPs interested in TMP/TLP and was sent by each member

of incoming exchange departments to their matches with the booklet. We tried to provide the best

experience to these interns and they in return helped us with sales/ IR and event delivery.

The registration form where incoming EPs registered:

https://docs.google.com/a/aiesec.net/spreadsheet/ccc?key=0App_BUzkVw0hdFJfSnFhRVI5RXZBcXgtbn

o0UV9jYlE&usp=drive_web#gid=0

20 EPs were on TMP/TLP on Exchange and we updated on the national tracker shared at the start of the

year:

https://docs.google.com/a/aiesec.net/spreadsheet/ccc?key=0AsfXlmwlsaE_dDBBWm1aazhpSk5acDMx

UDF6ZUNBVGc&usp=drive_web#gid=10

Page 26: AIESEC Kolkata Talent Management 2013

Performance Report: Performance Members Team Leaders

0-2 Exchanges 60% 10%

5-10 Exchanges 35% 75%

10+ Exchanges 5% 15%

Performance Management Process:

Performance was tracked the whole year round. In the last 4 months it was tracked and showcased

through the RNR Campaign: Race to Survival and the weekly TM Newsletter.

Performance Tracking Tool: https://docs.google.com/a/aiesec.net/spreadsheet/ccc?key=0AqtzdhRgzRN-

dHNSc1dTZWtSTUd2M2pzSW5PQVZlVXc&usp=drive_web

TLP Performance Tracking Tool:

https://docs.google.com/a/aiesec.net/spreadsheet/ccc?key=0AogEjWmo5azkdDdMZlZYLWJUNEJHOXhJ

V1hHQk9xelE&usp=drive_web#gid=5

Snippets of one of the TM Newsletters:

Page 27: AIESEC Kolkata Talent Management 2013

Department Performance Appraisals (Eg. iGIP):

Page 28: AIESEC Kolkata Talent Management 2013

MB Performance Appraisal Document: https://drive.google.com/file/d/0B6tzdhRgzRN-

YjJWNUNuWllzdUtfUFgzM241TlROOHhkTk1V/edit?usp=sharing

% of members in exchange support. How did you track performance of exchange support member and managers:

Percentage of Members in Exchange Support – 41%

The reason for this is that Exchange Support of Kolkata is much more evolved and structured and needs the manpower projected to function smoothly. Also, retention is much higher in

Functions (which is also a focus for us)

Performance has been tracked through the RNR Tool, Performance Appraisals and their Target Vs. Achieved based on their MoS.

Links have been provided above.

Number of team in 2013 (Middle level management) and how many

teams achieved 70% of their targets

No. of Teams in 2013 Middle Level Management – 80 Teams

70% of the Target was achieved by 60% of the Teams – 48 Teams (All function teams achieved their Targets and the rest has been contributed for the Exchange Teams)

Page 29: AIESEC Kolkata Talent Management 2013

2014 program goals v/s achieved ( Mention all 4 Programs)

Program Target Achieved

iGCDP 172 87

oGCDP 90 56

iGIP 52 35

oGIP 13 4

Total pipeline matches for next year

AIESEC Kolkata has a total of 56 Matches in Pipeline for the year 2014.

(Nearly double the number as was received in 2013. This is due to major shift in realization cycle and

higher number of matches in the last Quarter of iGCDP)

Talent Management of AIESEC in Kolkata has tried to ensure that it helps the Local Chapter

grow as we realize that we hold the biggest assets of the organization i.e the Membership.

We have performed to the best of our abilities and have strived to implement and innovate.

Our efforts have been rewarded and recognized internally throughout the year. We have won

the Best Department Award in both Local Congress Awards Night.

This being the last audit of the year and specifically of my term, I am humbly proud and

thankful as this portfolio has changed me more than I have contributed to it.

I would like to thank my previous MCVP’s as well as my current MCVP’s for always guiding and

supporting me throughout the year.

Having said that, hope you find every resource you require in this Audit

Thank You.