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2.3 Team Member and Team Leader Programmes MoS report, key highlights and main strategies

TMP Q3

TLP Q3

35725

8651

7936

Goal

Achieved

15685

Goal

Achieved

44% Achievement | (no comparison data 2011)

92% Achievement | (no comparison data 2011)

TMP MA

Accurate TMP and TLP measurement   

5573

Simple and clear ways of assigning roles to members on myaiesec.net. Removal of complexity around role assignment, experiences raised, and experiences matched. Result: Accurate measurement of TMP and TLP experiences in August [183% TMP and 160% TLP relative growth in experiences measured].

Jul

Aug

8216 Sep

TMP RE

Talent Capacity gap in TMP 44% achievement 

14262

5078

5423

5185

Jul

Aug

Sep

TLP MA

Under achievement of TMP in Q3: Partly due to system-related issues – however, key talent capacity gaps remain Recruitment: AI is working directly with the 20 largest and 20 smallest entities in TMP to identify gaps and support recruitment Re-integration: AI is working with 10 entities to focus on the re-integration strategies for returning EPs, resulting in higher quality team experiences and increased talent capacity  see more under Integrated Experiences section

3445 Jul

5914

Aug

3211 Sep

TLP RE 2056

2906

2974

Jul

Aug

Sep

TMP – TLP for Exchange Performance    

 

Team Programme (TMP-TLP) Management and Talent Management are approached through an integrated process Team Programme Management through aligned Talent Management processes are driving exchange achievement Programme, team, and skill based TMP/TLP recruitment supports off-peak EP and TN raising. Increased Performance with Smarter Allocation: Having the right members in the right teams, i.e. sales people to raise TNs; and recruiting the right EPs with market segmentation, i.e. GIP IT, Marketing, etc. Talent Management Strategy Meeting will be hosted by AIESEC International to create output around “how talent capacity can drive growth of GIP & GCDP”. Talent Management Hubs will be hosted regionally and sub-regionally to drive better understanding and collaboration around talent management and team programme delivery.


2.3 Team Member and Team Leader Programmes MoS report, key highlights and main strategies

Talent Management Processes Talent Planning

 

Talent Marketing

Selection

System Administration

Talent Dev. & Delivery

Assess ment

Up sales

Closing

Alignment between Team Programmes, Talent Management and Talent Capacity of AIESEC is required System administration as a separate talent flow process allows this to happen 

System Administration

 

Functional responsibles will ensure that members and leaders are assigned to roles before they move to the next TM process. This clarity is a conscious approach that we want to bring to the network this year, ensuring that every experience counts A major next step will be to work with MCs to ensure that this gets to the local level (LCVPTMs, OGX etc.)


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