STRATEGIC TMT H R O U G H A N A L Y S I S

STRATEGIC VS SUPPORTIVE

STRATEGIC

CANNOT BE

REPLACED.

Strategic TM is an integral part of the goal & organisation, through GETTING, DEVELOPING and KEEPING members. 

To be strategic, you need to take the current state, the past and the future into consideration. If one is missing, you're not strategic.

WHAT IS THE GAP BETWEEN NOW

AND THE FUTURE? HOW CAN PAST

HELP ME WITH PREDICTING THAT?

WHAT DATA DO WE

WORK ON

- overall: overall exchange result/whole membership - per product: product exchange result/# of areamembers

P R O D U C T I V I T Y ( O V E R A L L & P E R P R O D U C T )

1

% OF MEMBERS WHO FINISH THEIR EXPERIENCE 

R E T E N T I O N R A T E

2

% of members with exchange experience in given term

I X P R A T E

3

WHAT DATA DO WE

WORK ON

average percentage of fulfillmentT E A M S T A N D A R D S

4

# of people applying for a position/# of positions opened

P I P E L I N E

5

just how many active members do youm have :)M E M E B E R S H I P L E V E L

6

PRODUCTIVITYA M I A S K I N G M Y S E L F T H E R I G H T Q U E S T I O N S ?

1. How many people do I need to perform an exchange?

2. If too many, then where the problem lies? (it can be: structure, bad delegating, internal project problems - if the productivity starts worrying you, do a research)

YOU CANNOT CHANGE PRODUCTIVITY!

...but you can change stuff that determines it.

TEAM STANDARDSA M I A S K I N G M Y S E L F T H E R I G H T Q U E S T I O N S ?

1. Is the TS% correlated with retention? if yes, in a positive or negative way?

2. If I don’t have 100% fulfillment - am I communicating it in the right way? (TS are STANDARDS, NOT optional)

3. If low - am I supporting this in a right way? (personal approach suggested, i.e. filling the tool with team leader)

4. If high - how can it get even better? How am I going to maintain it, transfer it for the next round?

5. Is the gap not caused by education?

IXPA M I A S K I N G M Y S E L F T H E R I G H T Q U E S T I O N S ?

1. Is my IXP rate enough to create strong exchange culture?

2. Are the IXPs active members? if not, how can I activate them?

3. Do the exchange plans involve IXP?

4. How am I profiting from IXP people? how can they develop others and boost our work?

RETENTIONA M I A S K I N G M Y S E L F T H E R I G H T Q U E S T I O N S ?

HOW MANY PEOPLE REALLOCATED/GOT HIGHER POSITIONS IS NOT RETENTION - IT WILL NEVER BE 100%

1. Looking at certain areas/projects, structures under each VP: what can you observe (i.e. iGV is still facing retention drop)

2. According to the retention result - did my structures have influence on it?

3. How did the recruitment influence the retention? Any conclusions for the future?

4. Is retention result and TS% correlated?

PIPELINEA M I A S K I N G M Y S E L F T H E R I G H T Q U E S T I O N S ?

Do I open the right number of positions?

GCPS <3

TASK!

IMPLEMENT DATA ANYLYSIS IN

YOUR LOCAL COMMITTEE

DDL: NOW :D

If you are doing this already, please review the way you do it

Q&A

THANK YOU <3