aiesec vietnam | talent planning for dummies
Post on 27-Jan-2015
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DESCRIPTIONA brief guide to LCVPTMs abt how to do talent planning properly and ensure HR sustainability in AIESEC Vietnam.
- 1. talent planning (n.) the process of calculating how many more dummies will come to make AIESEC even dummier
2. 3. 1.Do SWOT (and optionally PEST) analysis for your LC;2.Review key achievements, key bottlenecks and key learning points of last term/batch;3.Create a vision of where you want to go; LCP4.Define LC exchange goal;5.Break that goal down in 4 programs e.g.. oGCDP, oGIP, iGCDP, iGIP; LCP6.Break down the goal of each programs into projects:LCPLCPLCP LCPVP function/OCPDefine total number of projects in a 12-month basis;Allocate them into a 12-month timeline;Define exchange contribution of each project based on its project model;7.Define exchange pipeline & key strategies for each program/project;8.Define OC structure and JDs.VP function/OCPMain roleVPTMSupporting roleVP function/OCPLCP 4. Talent review can only be done after OCP recruitment & LC reallocation.Look at database of the past 6-12 months to review: Age structure: refers to clustering members based on their year of study. In general, freshmen are passionate and energetic but inexperienced. Their learning capacity and commitment to AIESEC are high; however, chances are they cannot deal with difficult tasks due to lack of experience. Somophores and junior students, on the other hand, may probably be less high but certainly their social awareness and set of skills are much higher than freshmens. This cluster also has the highest chance of taking strategic leadership positions such as LCP and LCVP. Senior students, often in their final year, are quite busy with their graduation or internship outside; thus, they cannot devote much time to AIESEC any more. They are going to leave LC soon, to apply for MC or simply to start their postAIESEC life. Therefore, among these clusters, the one of somophores and junior studentsshould account for the largest portion (e.g.. 60-70% LC total population), while the one of freshmen should account for maximum 10%, and the rest goes to the other one. 5. Member efficiency: counted over a particular period of time, e.g.. 6 months, 12 months, etc.Member efficiency, based on past data, tells us the minimum number of people required to achieve exchange goal. 12-month retention rate: refers to number of members recruited same time last year who are still active. For example, there are 20 members recruited in Spring recruitment 2013. By the time of Spring recruitment 2014, 2 of them have already left and 1 is inactive. Thus, 12month retention rate equals (20-2-1)/20 = 85%.Function-based talent allocation : Total number of members & leaders in supporting functions should NOT exceed 50% total number of members & leaders in eXchange functions. 6. General principles:1Exchange goal2Number of jobs required3No of job vacanciesNo of members inactive/LLC in the next 6 months4Number #A12-month functional retention rateMember efficiencyNumber of jobs requiredNo of jobs already taken by current members (after LC reallocation)No of job vacanciesNo of members / leaders pipeline for prospective projects & positions in the next 6 months1.1Number of EP reintegrated in next 6 monthsNumber #ANumber of new members to recruit 7. Define competency profile required for each position. Based on the desired LC age structure, define how many new members in each year-of-study cluster to recruit. Note that LC age structure is different in spring and in autumn. Define target universities and/or majors to ensure a good and diverse mixture of talent. Calculate total number of members and leaders in each function to see whether function-based talent allocation criteria is satisfied or not. If not, consider an adjustment in talent planning of either exchange/supporting teams. Collect relevant documents, e.g.. written JDs for new members, competency profile for each position, etc. Set expectation in EB about the priority order in allocating new members to avoid conflicts later. Priority should be given to programs/functions of focus or of urgent needs. This step should be taken charge by LCVPTM and facilitated by LCP. Besides, predict solutions for the case of attracting lower number of candidates than expected and the case of exceeding number of potential candidates than planned. Done! Congratulations 8. Q: Why 1.1? A: After calculating based on facts and data, we add 10% more to the goal to prevent unexpected problems which leads to leak-out. Q: How long does talent planning take? A: Maximum 2-3 weeks, including 1 week for strategic exchange planning & 1 week for TMP/TLP planning. Q: I have recruited enough number of newbies as planned. I expect they perform right after recruitment, but they do not. Why is it? A: It takes at least 1 month for induction and 2-3 months for newbies to adapt, learn and start performing. Thus, please do NOT expect that new members can perform right after recruitment. If you need well-performing members, recruit them at least 4 months in advance. Q: Who are the key people involved in talent planning in EB level? A: Talent planning requires a mutual effort of LCVPTM & LCP. For instance, LCVPTM is responsible for (i) training LCVPs and OCPs how to write JDs and how to calculate the number of new members needed for their team, (ii) collecting and storing written JDs of all functions, (iii) giving feedback to team leaders regarding their talent plan (e.g.. whether the proposed number is reasonable, whether they should recruit more or less new members to serve their goal, etc.), and (iv) do final check (Step #4 above) to ensure HR sustainability. Meanwhile, LCP plays the facilitating role by giving insights from exchange plan and supervising the process in general. 9. Job Description library: Version for EWA (En & Vi); Version for TMP/TLP (En); Talent planning template; Local TMP/TLP database; 10. Please, conduct the talent planning for 12 months and plan strategies to have the right people on the right positions throughout the term, basing on the data: Every OC team in oGCDP and oGIP has 5 OC members and 1 OCP. There are 2 marketing responsible, 2 exchange process responsible and 1 logistics responsible.Every OC team in iGCDP has 1 OCP and 5 OC members responsible for: ERx1, eXchange x1, Marketing x2, Finance & Logistics x1.Every OC team in iGIP has 1 OCP and OC members responsible for: Sales x3, Matching x2.It's January 2014 now. Retention rate (calculated from the beginning till the end of the OC team duration) is 85%. Currently, you have 4 projects running in iGCDP, 2 in iGIP, 3 in oGCDP and 1 in oGIP. You also have 5 senior members working with LCVP Marketing directly. Expected retention rate until May 2014 is 50%. You have 2 senior members working with LCVP Finance. They finish their studies in May and will leave. You have 5 senior sales members. The expected retention rate in that team until June 2014 is 60%. You have 3 senior members working with your VP TM. 1 will leave in April and 1 will leave in June. Productivity in oGCDP is 6X per member, 2X per member in oGIP, 6X per member in iGCDP, 2X per member in iGIP. 11. You want to maintain the current number of members in the supporting function teams by allocating new people after leak out. In Winter you organize a national conference. New EB election happens in November. In September you plan to start 3 new SUs. Do the talent planning to achieve the goals stated below: oGCDP: 100 realizations in the summer peak, 40 realizations in the autumn (Sept-Nov), 60 realizations in the winter peak (Dec-Feb); iGCDP: 80 re in the summer peak, 40 re in the autumn, 70 re in the winter peak; iGIP: 30 re in the March-April wave, 30 re in the autumn wave; oGIP: 15 re in Q1+Q2, 25 re in the winter peak; 12. 13. Assume that we have done with OCP recruitment and LC reallocation. Step #1: Analyze exchange goals. Exchange goals: oGCDP: 100 realizations in the summer peak, 40 realizations in the autumn (Sept-Nov), 60 realizations in the winter peak (Dec-Feb); iGCDP: 80 re in the summer peak, 40 re in the autumn, 70 re in the winter peak; iGIP: 30 re in the March-April wave, 30 re in the autumn wave; oGIP: 15 re in Q1+Q2, 25 re in the winter peak. Key steps for each program: 1. Create exchange pipeline for each program. 2. Break down program goal into projects contribution. 3. Analyze OC structure, JDs and competency profile required for each position. 14. We start with oGCDP: Create exchange pipeline for oGCDP: 15. Break down into oGCDP projects: 16. Analyze OC structure, JDs and competency profile required for each position: Each OC team in oGCDP has 1 OCP & 5 OC members, including 2 OC Marketing, 1 OC IR, 1 OC Customer service & 1 OC Finance & logistics.There is 1 SU for oGCDP. SU has 1 SUP, 1 SUVP Marketing, 1 SUVP OGX and 3 OGX members, including 2 OC Customer service & 1 OC Finance & logistics.Competency profile required: Marketing: Innovation, Detail orientation, Commitment to resultsIR: Detail orientation, Analytical thinking, Commitment to resultsCustomer service: Communication, Emotional intelligence, Stakeholder focusFinance & logistics: Detail orientation, Analytical thinking, Communication 17. After that, we move to iGCDP: Create exchange pipeline for iGCDP: 18. Break down into iGCDP projects: 19. Analyze OC structure, JDs and competency profile required for each position: There are 2 SUs for iGCDP.Each SU/OC team in iGCDP has 1 SUP/OCP and 5 SU/OC members, including 1 OCER, 1 OC eXchange, 2 OC Marketing and 1 OC Finance & logistics.Competency profile required:ER: Stakeholder focus, Influence & negotiation, Commitment to resultsMarketing: Innovation, Detail orientation, Commitment to resultsExchange: Communication, Emotional intelligence, Stakeholder focusFinance & logistics: Detail orientation, Analytical thinking, Communication 20. Then, we move to iGIP: Create exchange pipeline for iGIP: 21. Break down into iGIP projects: