Download - AIESEC Singapore | Talent Management Summit (Oct 2013)

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Talent Management Summit 2013

Talent Management Summit | Oct 2013

“The Talent Capacity Revolution”

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Welcome!Let’s get to know each other

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Activity 1 Grab a Post-it and pen each In your Post-it, write the following:

• Nickname• LC• Academic Discipline• 1 word to describe yourself/fun fact• Expectation/reason to be here today

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AgendaRole of Talent Management

The Impact Model

Assessment of Current

Practices

The Talent Capacity Model

Talent Flow

Capacity and Learning &

Development

Talent Capacity Revolution

The Next 100 Days

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Expectations

Old school Why not? Be your

own manMake it happen

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Role of Talent Management

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What’s Talent Management?

“The science of using strategic HR to improve business value and to make it

possible for companies and organizations to reach their goals”

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What’s Talent Management?

“The science of using strategic HR to improve business value and to make it possible for companies and organizations

to reach their goals”

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What’s Talent Management in AIESEC?

“The process of managing and developing Talent Capacity to enable the creation of meaningful leadership through Exchange

”

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AIESEC’s Impact ModelWhat We Envision: Peace & Fulfillment of Human Kind’s Potential

AIESEC 2015 MoS

Our Impact Model Develop Change Agents by providing Experiential Leadership Development Opportunities for Young People

BHAG: Our Aspiration in the Market to push us forwardEngage and Develop Every Young Person in the World

Our Impact Model Develop Leadership by providing Experiential Leadership Development Opportunities for Young People

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AIESEC’s Impact Model – Fundamental Solution

Leadership & Young People

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Our Leadership Development Model

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Our Leadership Development Model

AIESEC’s volunteering model allows us to develop the kind of leadership needed through creating experiences for others

Leadership in every TMP and

TLP (MEP) experience

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People make organizationTransforming people will transform our

organization

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What do we know of our people and processes thus far?

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Talent Management Processes

Talent Planning Talent Marketing Selection & Allocation Talent Induction

System Administration

Talent Development

Tracking & Performance

AppraisalReward &

Recognition

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Talent Planning Talent Marketing Selection & Allocation Talent Induction

Recruitment Stage | 4 weeksPre-recruitment Stage | 1 week

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System Administration

Talent Development

Tracking & Performance

AppraisalReward &

Recognition

Post-recruitment | 8 weeks End-term | 1 week

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Overview of Talent Management

“The process of managing and developing Talent Capacity (TC) to enable the creation of meaningful leadership through Exchange (X) ”

Managing TC Processes

Recruitment, Induction,

Assessment, Recognition

Developing TC Processes

Training, Education, Development, KSA

Creating meaningful Leadership through X

Structure, Culture, Exchange Programs

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The Talent Capacity Model

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Talent Flow

Organizational Flow Team Flow Individual Flow

LC Performance & Achievements | Team Experience | Members’ Needs

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Talent Flow


AAIESEC 2015 & Impact Model | Team Projects & Gaps | Specific Recruitment

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Why does Talent Flow matters?




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It affects our developmental strategies and management focus

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Talent Capacity Limit In 12-13, we had 451 members in total (largest LC: 165, smallest

LC: 69) Highest number of exchange delivered by an LC was 150 (lowest

was 18) Largest team was 22 members (smallest was 4) An average member will take up 2 team experiences in a year

(team member and/or leader) Only 14% of the membership end up running for a leadership

position in their second year Only 45% of the membership is retained for the second year

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Talent Capacity Model

By focusing TM’s contribution to the team development stage, we

are better able to manage the individual

development & organizational goals

subsequently

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Application of Talent Capacity Model

Smallest LC (64 members) with exchange results of 18 Diagnosis:

• Low participation in Explore!• Large number of teams/department projects do not contribute to organizational

goal• Members were neither able or motivated to sell GIPi • Members recruited weren’t convinced with organizational direction





Training, Education,

Development, KSA

Creating meaningful Leadership through XStructure, Culture,

Exchange Programs


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Application of Talent Capacity Model








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Activity 2 In your own respective LCs, map out the current state of our LC’s Talent Capacity Model








Observations | Critiques |

Improvements | Unknown

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Talent Capacity Revolution

The Next 100 Days

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How will Talent Management in AIESEC look like?

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Initiatives LaunchDay 1 – 20

• Capacity: MEP 2.0 working group formation

• L&D: Education Cycle Creation

Day 21 – 40• Output creation

• Pilot launch at LCs

Day 41 – 70• Integration and alignment to

current processes• Education

Day 71 – 100• Tracking and measurement

• Recognition

Download - AIESEC Singapore | Talent Management Summit (Oct 2013)

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