TMP & TLP

Talent Capacity Report [Program & Process] TMP Q3

Goal Achieved 15685

Our approach towards team programs (TMP-TLP) management and Talent Management processes is an integrated one; this was clearly communicated and educated to entities at IC Russia, to ensure Team program management through aligned Talent Management processes are driving exchange achievement.

Strategies & Activities for TMP-TLP in Q3 are:

35725

TMP MA

14262

System Administration: Simple and clear ways of assigning roles to members on myaiesec.net. Removal of complexity around role assignment, experiences raised and matched. This was the major reason for the increase in Matched team experiences in August, 183% TMP and 160% TLP relative growth.

Recruitment: September marked the beginning of another recruitment peek in the network; we identified top 20 and bottom 20 entities, which need resource, coaching in order to create more experiences and members.

5423

TMP RE

8216 5185

5573 5078

July

August

September

July

August

September

Re-integration: this was a key strategy to provide more quality experiences

TLP Q3

Goal

by reintegration EPs into Team experience. This has built a culture already among project participating countries (10) and in the Network. We will also capitalize on winter to reintegrate more EPs as a way of increasing quality team experiences. Read more about reintegration under integrated experience.

Next Steps:

Achieved

15685 35725

Flexible Structure: We will capitalize on winter peek to create short-term experience for EPs to live a TMP-TLP experience before the are realized as EPs in winter. Our approach will be to work with countries with rigid structures, and engage people for a longer experience that can be lived in shorter time frame (e.g. 6months).

Capitalizing on TLP maturity to continuously ensure proper administration of TMP.

TLP MA

TLP RE 5914

3445

July

2906

2974

August

September

2056 3122

August

September

July

Talent Capacity Report [Program & Process] Talent Planning

Talent Marketing

Selection

System Administration

Talent Dev. & Delivery

Assess ment

Up sales

Closing

AIESEC International defined and communicated, the alignment between Talent management and Team experiences, as the overall talent capacity of AIESEC, The Talent Management and the programme flow for TMPTLP delivery has been review to include specific processes which ensure conscious and effective management of TMP-TLP physically and via our virtual platform.

System Administration

More emphasis has been layer on Talent Capacity supporting our exchange operations. In Q3, we educated the network about approach; ensure they understand why it is important in achieving our MOS for 12-13.

Key next steps in these regards would be: •

Driving focused recruitment in Q4, with entities that have their recruitment peek at this time.

Program based recruitment, team based recruitment and skill based recruitment. This is to support the winter EP and TN raising. Right members in right team to raise TNs and right EPs recruited to different exchange segment IT, Marketing, etc.

•

Also, a Talent Management strategic meeting will be hosted by AIESEC International to further explore, “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 program delivery.

Since this is a major challenge, which was reasonably solved systematically in Q3, in order to ensure a sustainable and simultaneous solution, functional responsible, will ensure that members and leaders are assignment roles before they move to the next TM process. This is a conscious approach and clarity that we want to bring to the network this year. Ensuring that every experience counts. Major next step will be to work with MCs to ensure that this gets to the local level (LCVPTMs, OGX)