The further division of these four programs are: Talent Development • Talent Education • Talent Mentoring/Coaching • Talent Goal Planning
Induction
Training
Mentorship
Talent Retention • Pipeline Management • Talent Tracking • Rewards and Recognitions
MoS LEAD
Retention Rate NPS TMP/TLP #TLP Applicants IxP
Learning and Development: Drivers 1. To provide dependable tools and processes for understanding the talent pipeline demands and progressing the associated actions. 2. To continuously seek to identify capability related barriers to success and drive remedies which stimulate innovative thinking and encourage collaboration. 3. To establish and maintain assessment, selection and development processes which enable us to have the right skills at the right place and at the right time. 4. To establish a one-stop and one-way people development agenda that is aligned to the most vital important businesses across the city and beyond.
1. Through Empathy 2. Through asking people what they want and giving the same to them. 3. Through the understanding of the LTT and VPs 4. Through the need of the cycles: exchange and non-exchange 5. External Training Partners
For other pointers mentioned in the list there is a separate plan.
General Body Induction • Focus is to first understand the portfolio that they are selected for and are part of better. • This is very customized according to each and every portfolio, cycles and need of departments. • Here the focus is not only to make them work instantly but to make them organizationally stronger and therefore there is a huge focus on LEAD as well.
SB MB-2 MB-1
GB
Management Body Induction • Management Body induction has more to do with how to lead teams and how to get things done. • The operational training is very advanced where process optimization is taught.
SB
• A lot of places the MB is also part of strategic planning and making sure that they are connected to the goals.
MB-2 MB-1
• Again the training is very department centric and clustered.
GB
Senior Body Induction • Senior body has more to do with leading people who are already on TLP so how to go about leading leaders. • This is where the SB moves into TtT and coaching they are trained to be professional trainers and thus they take care of the department’s training and development needs. • The focus also becomes synergy management and exchange and exchange support synergy management.
SB MB-2 MB-1 GB
General Body LEAD • General body lead more to do with understanding their own selves, finding their reasons as to why they are in AIESEC and to make sure that they are retained in the organization.
SB
• It involves taking a lot of self discovery and personality tests etc., keeping the results intact so that they can be further referred from when needed in future.
MB-2
• It is majorly to retain membership since we know that during induction most members leave the organization.
GB
MB-1
Management Body LEAD • Management body LEAD moves more towards being a leader and managing the team. • Working in teams, ownership towards goals, defensiveness are certain areas where there is a huge focus. • The LEADs here are very reflection and discovery based, and according to portfolios like it is for other programs too. •
SB
MB-2 MB-1 GB
Senior Body LEAD • Senior body LEAD is more related to how to have the right attitude, coaching and understanding the need and delivering the LEAD according to the same. • Future opportunities become the next big focus since SB people are very experienced and can and are EB pipeline mostly. • Rest mostly these people will be on the delivery and content creation side. •
SB MB-2 MB-1 GB
General Body Training • The training here is more related to brand management and how to be an AIESECer. • Here we move into sales training as well, provide them the way and how and what of sales. • This is where we teach them how other portfolios work like TM/F/CIM etc. • Introduction to other tools like .net, PODIO etc.
SB MB-2 MB-1
GB
Management Body Training • Management body training has to be more focused upon program and function wise. • For exchange focus are: CRM and CEM and for exchange support the focus becomes CRM • This is where they are also trained in terms of HR and other exchange support management areas.
SB
MB-2 MB-1 GB
Senior Body Training • Connecting the whys is the major focus here, so training is more to be trainers. • Here the SB is majorly converted into LTT and therefore the training moves more into making the SB into the LTT so a lot of train the trainers sessions and a lot of focus on developing their people skills. • Rest others are very sensing based and are included in the sensing plans.
SB MB-2 MB-1 GB
General Body Mentorship • The major focus of GB mentorship is getting to know each other, creating common expectations and building trust.
• Mentors are told to understand the key strengths and weaknesses of their mentees so that they can figure out where mentees need more help. • It involves various tests like Belbin test, GCM and Big 5 personality test.
SB MB-2 MB-1
GB
Management Body Mentorship • The main aim of MB mentorship is discussing the general body XP, drawing inferences and connect the learnings to personal goals and further to AIESEC goals. • Future opportunities are also a major focus here so that we have better pipeline management. • Mentees follow his/her learnings guided by the mentor in order to review unresolved issues.
SB
MB-2 MB-1 GB
Senior Body Mentorship • Senior body mentorship is done by the LCP and thus the agenda is very flexible • Sometimes it has a lot to do with AIESEC and what is happening in their departments and at times just a discussion over a topic. • No set agenda, full freedom given here. • All the personality and evaluation tests are done and screened here irrespective.
SB MB-2 MB-1 GB
• Through asking people what they want and giving the same to them. The same is happening through various sensing and weekly review forms that are released with the LC.
We have two external partners: Skill-kindle: It is one partner that has been with us since March and they have really worked well with us, they provide us training for OCs and other BD and sales need.
Buttonwoods: It is a recent partner which is on board with us to help us deliver lead and membership development better
Board: The board is very well engaged and we are levering out of them, board members are willing to mentor people from the incoming EB, people like Ripun Jai Mehta have mentored people from outgoing already. Alumni: We have a very decently engaged alumni network people like Megha Das Gupta has been mentors to the outgoing EB and a lot of alumni are looking forward to mentor the incoming. MoUs for the same are attached
With external partners coming in the membership was more keen to learn and ask questions the major issues that gets cleared are: • People at times feeling why someone of the same age is delivering sessions. • When the EB/trainers co-deliver there is a sense of respect which is developed with the membership. • The retention over webinars and physical forums showed a positive sign and the responses to LEAD sensing are more serious.
Objectives Team Building-Being open to working Knowledge levelling-LC and portfolio's EB functioning-Clear about working Up gradation-How to be a EB member
• The focus is self reflection and introspection • Breaking walls of prejudices, being comfortable with each other. • Understand the team and characteristics of every co-team member. • Understanding synergy points and how to synergies in the EB • Leaving the baggage behind, moving ahead with new relationships. • The resources are shared with the backend.
• Through PGSes: PGSes are the best way to understand the state of membership, the format of the same is provided with the number of people going under the same, links in the TC audits. • Weekly Review Forms: Weekly review forms were also released throughout to understand the state of the membership and to work upon it later. • Appraisals: Appraisals were always the right way to understand the state of mind of the membership, the information regarding the same is attached as well. • Productivity: Productivity was seen to be increased post the induction of the L&D model across most of the portfolios.