2007-2008
The definitive guide
With resources and Best Case Practices from:
AIESEC AUSTRALIA
AIESEC BELGIUM
AIESEC FINLAND
AIESEC POLAND
AIESEC ROMANIA
Prepared by Kay Willmore (TM CEEDer)
Australia
Talent Management
The Definitive Guide
Contents:
Talent Development Programs
1. Learning environment management
2. Leadership Development Programs
3. Managing and delivering Partnerships that support TM area
The Processes of Talent Management
1. Planning
2. Marketing (Recruitment)
3. Talent Selection
4. Induction
5. Talent Goal Setting & Orientation
6. Talent Allocation
7. Training & Education
How do we provide training and education in the LC?
What is the Global Competency Model (GCM)?
What is a Member Education Cycle (MEC)?
8. Talent Coaching
9. Tracking and Pipeline management
10. Succession Planning and Transition
11. Talent Performance Appraisal
12. Rewards & Recognition
Ongoing Talent Management activities
1. Exchange component
2. Development activities
3. Exit/H4TF interviews
Talent Management
The definitive guide
What is Talent Management?
Talent Management is based on the idea of Human Resources, that is, managing people, giving them development opportunities and tracking this development.
What does Talent Management mean in AIESEC?
History:
2004 Human Resources
2005-2006 People Development – aimed at giving people the opportunity to develop
2007 Talent Management – aimed at the whole process of people within an organization. It therefore includes stages from HR planning, recruitment, allocation, training and coaching to goal setting.
Managing the processes that are used in the organization to enhance competencies development, motivation, and leadership of members as well as to manage our human capital. A conscious, deliberate approach undertaken to attract, develop and retain people with the aptitude and abilities to meet current and future organizational needs.
What does it constitute?
Talent Management Subsystem is comprised of:
- Talent DevelopmentPrograms – refer page 3-4
- Talent ManagementProcesses – refer page 4-15
What are these?
Talent Development Programs – the way by which we provide opportunities to members
Talent Processes – these are all the things we do in the job.
They are:
- Talent Planning
- Talent Marketing
- Talent Selection
- Talent Induction
- Talent Goal Setting & Orientation (including Career Planning)
- Talent Allocation
- Talent Education & Training
- Talent Coaching
- Talent Tracking & Pipeline Management
- Talent Transition
- Talent Performance Management
- Talent motivation – Rewards & Recognition
Talent Development Programs
Another part of the Talent Management Subsystem
The way by which we provide these opportunities is by our “Talent Development Programs” which includes:
- Learning Environment Management
- Leadership Development Programs
- Managing and delivering Partnerships that support TM area
1. Learning environment management
“Global Learning Environment” consisting of 6 elements
This helps people discover and develop their potential in AIESEC, the stronger and more powerful the environment is, the strongest the individual can be more self aware and develop. The Learning Environment works best when it is integrated with Talent Processes.
For more information on learning environment elements see:
Mentoring
Learning Circles/Discussion Groups
2. Leadership Development Programs
A leadership development program uses the HR planning tool to assess the current and future leadership opportunities for members. An LC can use this HR planning tool (Talent Management Pipeline) to create an LC structure which fosters an environment with a greater amount of leadership positions. People develop leadership competencies in a number of different ways including: individual learning plans, succession plans, mentoring and coaching.
How do we track people’s development?
We use something called the Global Competency Model. This is a model with a list of development opportunities and competencies that members can develop at different stages of their AIESEC Experience.
For more information on Leadership Development see:
3. Managing and delivering Partnerships that support TM area
These can be learning partnerships or content partnerships.
See:
Learning Based Partnerships
Learning Partnerships Content and Management
Developing Learning Network Partnerships
The Processes of Talent Management
1. Planning
Talent Planning is the part of the Pre-Induction process. The LC identifies current and future human resources needs for the organization to achieve its goals. This is the process where the LC can set their leadership and exchange pipeline and align all their work for the whole year according to the results of this planning.
What does it require?
This process requires the analysis of the member needs of the LC for the following year. It looks at current members, current positions and future positions and assesses where teams require more members. This is done for each team and the whole LC given the LC’s goals for the year, including exchange goals.
As a result of this analysis, a recruitment/marketing plan is developed and the required members are recruited.
Main driver: VP Talent Management
Results:
- Know how many members are in each stage
- Know how many members to recruit
For more information on the Talent Planning Process see:
Talent Planning
Talent Planning and Pipeline Management PPT:
2. Marketing (Recruitment)
Talent Marketing is the way which the LC promotes and sells AIESEC to the students in the university in order to attract top talent!
For Belgium’s detailed guide on recruitment see:
•Create your message depending on the target market and your HR Plan
•Make sure you use Talent Planning document all the time to remind yourself of your goals, and check if you are marketing to the right people you want!
•Brand all messages
–Up to date website, posters, brochures, mass emails, campus publications, external website postings etc.
Here are the guidelines:
- Marketing activities:
-Lecture presentations/ information sessions
-Articles in campus publications
-Mail lists through the faculty
Main driver: VP Talent Management
Results:
- Clear and consistent brand message getting through to students
- Students aware of the opportunities within AIESEC
3. Talent Selection
Talent Selection is often incorporated into Recruitment. This is a way to see if newies are joining AIESEC or the eXchange program for the right reasons and if they have the required skills and competencies to meet the LC’s needs (based on the HR plan).
Main driver: VP Talent Management
Results:
- Improve their self commitment to the organization & activities
- Introduce them to the current Jobs and positions available in the LC
- Set the right expectations right at the beginning for everyone
4. Induction
The most important element in a successful recruitment! This is the time where the EB can transmit their knowledge to the newies and ensure they have the necessary knowledge and right motivation to continue their AIESEC experience.
IMPORTANT:
All VP TMs should contact MC for the resources you need to run an induction. There are common PPTs and other things prepared and ready for your common induction days!!
Materials for a common induction include:
What you would present in your induction sessions:
•AIESEC history – PPT going with the song Mad World by Michael Andrews
•AIESEC identity
•Activity Calendar
•Positions available in the LC at the moment
•Conference promotion
•Exchange opportunities
•PBoXes available at local level, how to take part etc
•EP promotions….
All newies must submit an application for AIESEC!!! This is a REQUIREMENT and needs to be communicated from the beginning of involvement in AIESEC!
For an example application see:
Main driver: VP Talent Management
Benefits of common induction:
•Ensure everyone gets the same picture of AIESEC
•Set the basic expectations about the way we work
•Build excitement/ interest/ curiosity about AIESEC
•Allows new members to join the AIESEC network
5. Talent Goal Setting & Orientation
What is Talent Goal Setting?
Talent goal setting is all about having members set their goals in their personal lives and in AIESEC and have them relate the two. They not only set goals but also review these goals on a regular basis to ensure that members are constantly aware of their progress towards achieving their goals. The members set their personal goals and their goals in AIESEC and, with the help of a facilitator (EB member), will come to the realization that AIESEC can help them achieve their personal goals.
To see a very good package that does this see:
Remember that goals are often based on personal views of things, which relate to a person’s values. So in order to define these, we may first need to consider values.
Here is a very good document that does so:
It is important that members set goals at each stage of their AIESEC experience as well. In this way, they are constantly striving for higher things. Goal setting is a very personal exercise and should be driven by the VP TM, coaches and mentors.
Main driver: VPs Talent Management
Why do we have Talent Goal Setting?
Members are more self-aware
Members are more motivated to achieve their goals
Members are more motivated to perform in AIESEC to grow personally and professionally
For AIESEC International’s comprehensive guide for Talent Goal Setting see:
6. Talent Allocation
Why have Talent Allocation? What are the benefits?
It shortens the time it takes for members to start working and increases the retention rate by providing clear goals and activities
It increases the personal development of the individual by clearly showing the fields which can be developed
It makes sure the right person is doing the right job
This is the process where the VP TM along with the entire LCEB makes sure that every new member has something to do and that it matches their expectations and interests for joining AIESEC with the role they are place in.
Main driver: VP Talent Management
It starts with considering questions like:
?What roles need to be created to work on the strategies in my LC?
?What roles need to be created and filled to guarantee the achievement of my LC goals?
?What role will best allow this person to develop individually as well as effectively contributing to the organizational goals on a local and national level
7. Training & Education
This process increases the skills and knowledge of our members through a mix of theoretical and experience based learning. The LCEB contributes to the learning of members as they train members on-the-job for their role in the functional team.
Main driver: VP Talent Management
Why have Training and Education?
Increase retention rate of newly recruited members
Increase members’ knowledge so that they can perform
Deliver on promises to provide opportunities for members to gain knowledge, skills and competencies in AIESEC
How do we provide training and education in the LC?
Create a Member Education Cycle based on the Global Competency Model
The Global Competency Model is used as an input into designing the Education and Training Cycle in AIESEC on a Local Committee level and on a national level.
What is the Global Competency Model (GCM)?
The Global Competency model is a model which explains 11 competencies that are important for members to develop during their AIESEC Experience. Competencies aren’t knowledge.
“Theyare attitudes, behaviours motives or other personal characteristics that are essential to perform a role, or more importantly improve the performance and personal development from superior to solid”
The GCM serves two purposes for AIESEC:
- It is a development tool
It helps drive self-driven learning in our membership
- It is a management tool
It helps manage training, learning and performance of our membership
The 11 competencies have been developed as part of the framework for ‘creating agents of positive change’ AIESEC’s 2010 vision. The four characteristics of agents of positive change are:
- Culturally sensitive
- Entrepreneurial
- Socially Responsible
- Active Learner
The 11 competencies in the GCM are categorized either into critical competencies or supporting competencies for each characteristic of an agent of positive change.
The 11 competencies are:
Self AwarenessPersonal Effectiveness
Resilience
Awareness of Others
Inclusiveness
Effective Communication / Developing Others
Stakeholder Focus
Flexible Thinking
Innovation
Commitment to Results
For a more detailed view on the GCM see:
What is a Member Education Cycle (MEC)?
A MEC is a structured set of learning events that are provided to members during their AIESEC Experience. It involves an understanding of what kind of education the members need at what point of their time in AIESEC.
For a PPT description of the MEC and how it ties in with a Structured Learning Process (SLP) see:
The TM team looks at needs and competencies of the member base each semester and is open to input from all members. The team then evaluates these needs and decides on events and sessions that can be run to ensure that the semester is a productive one that goes some way towards equipping the LC with the skills, behaviours and competencies to develop through their AIESEC Experience.
Where needed, we contact external parties to help us run events to better equip our members with that skill set.
The MEC uses the Global Learning Environment to provide this set of events to members.
Create the environment for people to want to learn more by using all areas of the learning environment: individual discovery and reflection; team experiences; learning circles on specific topics; virtual spaces, forums, blogs and resource sharing; mentoring; and conferences/seminars.
Main driver: VP Talent Management
Reasons?
- Help new members get a better understanding of the PBoXes or functional areas that they are now part of
- Making sure new members are attending a national conference
- Involving members in all basic activities in the LC
- Giving new members opportunities to participate and run activities with EB
- Offer learning opportunities through LC programs/activities; ask the question: what are members getting out of this activity and is it relevant and worth their time? Are they developing the skills/competencies that I want to enhance in my LC?
•Engage externals for relevant training sessions: presentation skills, sells skills, networking, effective communication, working with a team, project management etc;
- Promote & encourage regional, national & international conferences!
8. Talent Coaching
"Coaching is a conversation, a dialogue, whereby the coach and the individual interact in a dynamic exchange to achieve goals, enhance performance and move the individual forward to greater success.”
A coach helps their ‘coachee’ to find their own solutions, by asking questions that give them insight into their situations. A coach holds them accountable, so if they agree to a plan to achieve a goal, a coach will help motivate them to complete their plan.
Why do we coach in AIESEC?
If we have a coach to help us achieve our goals, we can accomplish much more. We are held accountable to the goals we create and are motivated along the way to complete what we set out to do and find our own solutions to any challenges in our way. Overall, it is a method to see great results, but with the added benefit of personal learning and motivation along the way.
What is the difference between a coach and a mentor?
A coach aims to help the person achieve his/her best performance. They try and direct a person to an end result without telling them what to do.
A mentor is a sounding board, they can give advice but it is up to the mentee to do something or choose which advice to follow.
In a coaching context there can be specific performance objectives whereas the objective in the mentoring relationship is one of growth through sharing experiences and perspectives. Coaching usually has shorter term objectives where as mentoring relationship longer term objectives are set.
Why do we have Talent Coaching?
We accomplish more
We are motivated by others to achieve goals
Both coach and coachee benefit from the relationship as the coach likely has a vested interest in the goals and results of the coachee
Coach learns by teaching and doing
For the 2006/07 People Development Unit’s Talent Coaching Campaign see: and their very good guide see:
And for AIESEC Romania’s Best Case Practice (BCP) on Talent Coaching including:
A great guide for all on Goals, Benefits, When to do it, How to do it etc see:
Main driver: VP Talent Management
What to do?
- Trainings about the system and how it is working
- Discussions about the benefits and the importance of implementing such a system in the LC
- Offer educational support and info evenings
- Facilitate Selection and Matching of coach and coachee (if internal)
9. Tracking and Pipeline management
What is Talent Tracking?
Talent tracking is a process that tracks members through their AIESEC XP, it looks at the competencies, skills and behaviours that members have developed and the opportunities they have had in each stage as well as their path through AIESEC. This means, a Performance Appraisal can be used for Talent tracking in terms of assessing competencies, skills and behaviours.
Talent tracking can also be used to follow members through their AIESEC XP, therefore identifying further opportunities for personal and professional development.
What is Talent Pipeline Management?
It is the practice of managing the flows of people between different positions in the LC. The goal of Talent Pipeline Management is to make sure we have the right people in the right roles (efficient allocation) at the right time (effective flow).
Essentially, the Talent Pipeline is a Human Resources plan (Talent Plan), the team takes input from the Talent Plan, looks at the possible positions available in the coming months/year, consults with the EB to identify their talent needs and creates a recruitment and promotion plan based on this input.