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.)