2.3.
Team Member and Team Leader Programmes MoS report, key highlights and main strategies
25177#
10866#
17954#
Goal#
7556#
Achieved#
Goal#
140% Achievement
144% Achievement
Talent Capacity growth in TMP - TLP 140% - 144% achievement •
Achieved#
9369#
Programme clarity: TMP-TLP growth in Q1 2013, can be attributed to the program clarity operationally & systematically. Operationally, there is a better alignment with other programs (GIP&GCDP) with people understanding exactly how much talent capacity is need to run operations and what structure is needed. Hence: 1. More recruitment 2. Reallocation of people between roles 3. Re-integration The 2 programmes became clearer and simpler to manage for the network with a new definition of the role of TM. Systematically, assigning roles are easier and direct in recording experiences lived. There has been strong communication of the ‘Why’ & legacy of talent strategy virtually & physically through visits, summits & conferences (IPM). TMers are understanding their role in the organization in driving our 2 exchange programmes and about capturing & developing the learning of our members.
Jan#
TMP RE 7598#
8210#
Feb#
Mar#
TLP RE 4860#
3354#
2652#
Jan#
Feb#
Mar#
TMP RE 19081#
Q1#2012#
7909# Q1#2012#
25177#
Q1#2013#
TLP RE
10866#
Q1#2013#
TMP – TLP for Exchange Performance Talent Capacity Driving GIP Strategy
•
Planning: With AI role model program planning, TMers now understand how to plan, with GCDP & GIP before finalizing their own plan; and they are also using backwards planning to implement that as a framework.
•
AI TM Strategic Meeting Output: The output of the TM global strategic meeting is still being communicated & implemented and recently viewed by more than 7000 people in the network. http://bit.ly/TCdrivingXgrowth
•
Flexible Structure & Reintegration: LCs that start their term in January started using a more flexible structure that includes more experiences. Also, structures have been changed to fit with a more effective & efficient process that supports a better quality of experience & also supports reintegration of EPs.
Talent Capacity Driving GCDP Strategy
Capturing & Developing Learning
2.3 Team Member and Team Leader Programmes MoS report, key highlights and main strategies
Aligned Talent Management Processes • •
Alignment of strategy between all programmes as an output of AI re-planning brought more clarity to program management, hence redefinition of talent capacity strategies. The processes outlined in the flow below were followed and key strategic outcomes include:
Need Assessment
•
Talent Capacity Driving GIP: This strategy is aimed at building sales capacity globally. This ensures that we have the right sales talent to drive GIP raising across sectors.
•
Talent Capacity Driving GCDP: This strategy ensures that we have the right talent with a proper orientation on customer experience management, in order to improve GCDP experience delivery across different issue segments.
•
Capturing & Developing Learning: Considering that we are clear on how our talent capacity should drive operations, this strategy ensures that we deliver better experiences for the individuals living a team experience and delivering daily operations. This ensures that their daily activities are contributing to their learning hence this learning can be captured in a simple way such that it can contribute to further development of members.
• Identify program focus.
GIP & GCDP Strategy Planning
• Co-creation
Talent Capacity Strategies
• Customized TM Processes • Aligned Timeline
Quality of TXP experiences: The top issue from detractors globally for TMP in Q1 is about practical team experiences; even though experiential learning is in our AIESEC way and it’s one of the main ways that AIESECers develop their leadership skills. A comment from a TLP promoter: “Through AIESEC I can learn different skills that my graduation and university cannot provide, neither the environment that I'm inserted in locally.”