TMP TLP Programme Report Quarter 2!
TMP TLP Programme Report Goal for 2014 TMP: 126000 45000 40000 35000 30000 25000 20000 15000 10000 5000 0
Goal for 2014 TLP: 42000
41669
17601
TMP
TLP
Number of Members by Function in Q2 Using SOGA Data for Q2 4858.
4796.
5813.
4228.
iGIP iGIP oGIP oGIP iGCDP iGCDP oGCDP oGCDP TM TM Marke;ng Marke;ng
11638.
11000.
Inferences
• The TMP and TLP experience numbers are not absolutely accurate as not all members have been assigned/registered to MyAIESEC.net" •
The number of members in Q2 increased by 1000 in GIP and dropped by 1800 in GCDP – however still the allocation of members is double in GCDP. "
• The number of members in Marketing and TM teams is more than in oGIP teams (as per SOGA) " • The data shows a drop in TMP experiences from 2013 which is strange because the organization has higher GIP and GCDP goals for 2014 and we need capacity to deliver these results."
TMP TLP NPS
TLP NPS Score: 64
Promoters
Detractor
Responsible for a team (6%)"
Induction and Transition to role (5%)"
Understanding my strengths and weaknesses (6%)"
Training needed to fulfill the role (5%)"
Having a clear team purpose and working towards it (5%)"
Hard skills and Practical knowledge from the role (4%) "
TMP TLP NPS
TMP NPS Score: 52
Promoters
Detractor
Communication Skills ( 7%)"
Have a clear team purpose and working towards it (6%)"
Understanding my strengths and weaknesses (6%)"
Collaborative Learning Environment (6%)"
Practical knowledge and hard skills gained (6%)"
Support from Team Leader (5%)"
TMP TLP Clarity PURPOSE
SPECIFIC OBJECTIVES
CONTRIBUTION TO 2015 MoS
To bring clarity to the direction for TMP TLP In 2014 and 2015 and clear action steps for TM and OD driving GIP
Direction for TMP TLP in 2014 leading up to 2015 (Q1)
Clear action steps for TM and OD driving GIP growth
Increase in Productivity in focus entities
Coaching specific entities to drive GIP through TM/OD
Direction in Q1 and Q2 Talent Capacity
Planning for TM and OD
Learning & Development Business Intelligence
Team Minimums
Productivity
Planned vs. Done in Q2
Planned
Done/Not done
Support “Quality” and “GCDP” through capacity, L&D and other TM content
Done!
OD Toolkit and education for entities
Done
Implement TMP TLP AIESEC.net changes with focus entities + General education around myAIESEC.net and NPS Changes
Done (but only for teams assigned since changes took place)
Focus entity coaching – TM & OD + OD education webinars
Done
Implementation of TMP TLP Planning and OD Planning through MCP Meetings
Done
Productivity standards for GIP and GCDP to make TMP TLP Planning simpler for entities
Done
Successes
•
All focus entities now have or are in the process of having an OD Model and the right MoS for their VP OD!
•
66 entities implementing TMP TLP Planning framework and 51 entities implementing Team Minimums as per SOGA (vs. 22 and 26 in Q1 data)
•
Focus Entities have now started measuring productivity per programme and setting goals for this as well!
•
Connection of all TM and OD content to growth in GIP in tier 1 and 2, GCDP in tier 3 and 4 with high quality experiences!
Challenges
•
Time line for implementation of Team Minimums, Capacity and L&D
•
Entities setting goals for productivity per programme (though focus entities have started doing this, entities in general don’t have their number of member and productivity goals accurate always)
•
Data currently is not so conclusive + some entities hesitating to implementing AIESEC.net changes!
Impact on Organization Moving towards productivity (TMP TLP Planning + Team Minimums Implementation) = Productivity
Talent Capacity
Planning
Learning & Development Business Intelligence
Team Minimums
Productivity
Impact on Organization
• Clarity on how MC implementation with LCs can be fast and effective through OD Model creation and implementation • Clarity on role of TM & OD within the organization • Clarity on Synergy between TM, OD, GIP and GCDP to achieve growth! • Behaviour of using data for TMP TLP to drive results and manage experiences!
Key Learnings
Lesson 1: Timeline is very important to ensure effective implementation of strategy. With the TM related content it was very challenging to implement in this timeline, however the timeline worked perfectly for OD because many MCs were doing this before or at planning week! Lesson 2: In TM, you cannot have one or two global strategies that drive results, however you can have global direction around key action steps and the role of TM – and from here entities pick the relevant parts!
Questions?
Thank You!