Professional Documents
Culture Documents
Talent Management
The Definitive Guide
Contents:
Talent Development Programs.......................................................................................4 1. Learning environment management....................................................................4 2. Leadership Development Programs....................................................................4 3. Managing and delivering Partnerships that support TM area...........................5 The Processes of Talent Management..........................................................................5 1. Planning..................................................................................................................5 2. Marketing (Recruitment)........................................................................................6 3. Talent Selection......................................................................................................6 4. Induction.................................................................................................................6 5. Talent Goal Setting & Orientation........................................................................7 6. Talent Allocation ...................................................................................................8 7. Training & Education.............................................................................................8 How do we provide training and education in the LC?......................................9 What is the Global Competency Model (GCM)?..................................................9 What is a Member Education Cycle (MEC)?......................................................10 8. Talent Coaching...................................................................................................11 9. Tracking and Pipeline management...................................................................12 10. Succession Planning and Transition...............................................................13 11. Talent Performance Appraisal..........................................................................14 12. Rewards & Recognition.....................................................................................15 Ongoing Talent Management activities.......................................................................15 1. Exchange component..........................................................................................15 2. Development activities........................................................................................16 3. Exit/H4TF interviews............................................................................................16 .......................................................................................................................................... .......................................................................................................................................... .......................................................................................................................................... ................................................................................................................................
AIESEC Gent vzw | Tweekerkenstraat 2 | B-9000 Gent | Belgium | tel +32 (0)473 51 72 59 | gent.be@aiesec.net | http//www.aiesecgent.be
Talent Management The definitive guide What is Talent Management? Talent Management is based on the idea of Human Resources, that is, managing people, giving them development opportunities and tracking this development. What does Talent Management mean in AIESEC? History: 2004 Human Resources 2005-2006 People Development aimed at giving people the opportunity to develop 2007 Talent Management aimed at the whole process of people within an organization. It therefore includes stages from HR planning, recruitment, allocation, training and coaching to goal setting. Managing the processes that are used in the organization to enhance competencies development, motivation, and leadership of members as well as to manage our human capital. A conscious, deliberate approach undertaken to attract, develop and retain people with the aptitude and abilities to meet current and future organizational needs. What does it constitute? Talent Management Subsystem is comprised of: 1. Talent Development Programs refer page 3-4 2. Talent Management Processes refer page 4-15 What are these? Talent Development Programs the way by which we provide opportunities to members Talent Processes these are all the things we do in the job. They are: 1. Talent Planning 2. Talent Marketing 3. Talent Selection 4. Talent Induction 5. Talent Goal Setting & Orientation (including Career Planning) 6. Talent Allocation 7. Talent Education & Training 8. Talent Coaching 9. Talent Tracking & Pipeline Management 10. Talent Transition 11. Talent Performance Management 12. Talent motivation Rewards & Recognition
AIESEC Gent vzw | Tweekerkenstraat 2 | B-9000 Gent | Belgium | tel +32 (0)473 51 72 59 | gent.be@aiesec.net | http//www.aiesecgent.be
For more information on learning environment elements see: Mentoring http://www.aiesec.net/content/viewfile.do?contentid=10006336 Learning Circles/Discussion Groups http://www.aiesec.net/content/viewfile.do?contentid=10004850
AIESEC Gent vzw | Tweekerkenstraat 2 | B-9000 Gent | Belgium | tel +32 (0)473 51 72 59 | gent.be@aiesec.net | http//www.aiesecgent.be
We use something called the Global Competency Model. This is a model with a list of development opportunities and competencies that members can develop at different stages of their AIESEC Experience.
For more information on Leadership Development see: http://www.myaiesec.net/content/viewfile.do? contentid=18945
Know how many members are in each stage Know how many members to recruit
For more information on the Talent Planning Process see: Talent Planning http://www.myaiesec.net/content/viewfile.do?contentid=14303 Talent Planning and Pipeline Management PPT: http://www.myaiesec.net/content/viewfile.do? contentid=9600
AIESEC Gent vzw | Tweekerkenstraat 2 | B-9000 Gent | Belgium | tel +32 (0)473 51 72 59 | gent.be@aiesec.net | http//www.aiesecgent.be
2. Marketing (Recruitment)
Talent Marketing is the way which the LC promotes and sells AIESEC to the students in the university in order to attract top talent!
For Belgiums detailed guide on recruitment see: http://www.myaiesec.net/content/viewfile.do? contentid=23212
Create your message depending on the target market and your HR Plan Make sure you use Talent Planning document all the time to remind yourself of your goals, and check if you are marketing to the right people you want! Brand all messages Up to date website, posters, brochures, mass emails, campus publications, external website postings etc.
Here are the guidelines: http://www.myaiesec.net/content/viewwiki.do? contentid=10000196
Marketing activities: - Lecture presentations/ information sessions - Articles in campus publications - Mail lists through the faculty
Clear and consistent brand message getting through to students Students aware of the opportunities within AIESEC
3. Talent Selection
Talent Selection is often incorporated into Recruitment. This is a way to see if newies are joining AIESEC or the eXchange program for the right reasons and if they have the required skills and competencies to meet the LCs needs (based on the HR plan). Main driver: VP Talent Management Results:
Improve their self commitment to the organization & activities Introduce them to the current Jobs and positions available in the LC Set the right expectations right at the beginning for everyone
4. Induction
The most important element in a successful recruitment! This is the time where the EB can transmit their knowledge to the newies and ensure they have the necessary knowledge and right motivation to continue their AIESEC experience.
AIESEC Gent vzw | Tweekerkenstraat 2 | B-9000 Gent | Belgium | tel +32 (0)473 51 72 59 | gent.be@aiesec.net | http//www.aiesecgent.be
IMPORTANT: All VP TMs should contact MC for the resources you need to run an induction. There are common PPTs and other things prepared and ready for your common induction days!! Materials for a common induction include: What you would present in your induction sessions: AIESEC history PPT going with the song Mad World by Michael Andrews AIESEC identity Activity Calendar Positions available in the LC at the moment Conference promotion Exchange opportunities PBoXes available at local level, how to take part etc EP promotions. All newies must submit an application for AIESEC!!! This is a REQUIREMENT and needs to be communicated from the beginning of involvement in AIESEC!
For an example application see: http://www.myaiesec.net/content/viewfile.do?contentid=10006332
Main driver: VP Talent Management Benefits of common induction: Ensure everyone gets the same picture of AIESEC Set the basic expectations about the way we work Build excitement/ interest/ curiosity about AIESEC Allows new members to join the AIESEC network
Remember that goals are often based on personal views of things, which relate to a persons values. So in order to define these, we may first need to consider values.
Here is a very good document that does so: http://www.myaiesec.net/content/viewfile.do? contentid=17676
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It is important that members set goals at each stage of their AIESEC experience as well. In this way, they are constantly striving for higher things. Goal setting is a very personal exercise and should be driven by the VP TM, coaches and mentors. Main driver: VPs Talent Management Why do we have Talent Goal Setting? Members are more self-aware Members are more motivated to achieve their goals Members are more motivated to perform in AIESEC to grow personally and professionally
For AIESEC Internationals comprehensive guide for Talent Goal Setting see: http://www.myaiesec.net/content/viewfile.do?contentid=21782
6. Talent Allocation
Why have Talent Allocation? What are the benefits? It shortens the time it takes for members to start working and increases the retention rate by providing clear goals and activities It increases the personal development of the individual by clearly showing the fields which can be developed It makes sure the right person is doing the right job This is the process where the VP TM along with the entire LCEB makes sure that every new member has something to do and that it matches their expectations and interests for joining AIESEC with the role they are place in. Main driver: VP Talent Management It starts with considering questions like: ? What roles need to be created to work on the strategies in my LC? ? What roles need to be created and filled to guarantee the achievement of my LC goals? ? What role will best allow this person to develop individually as well as effectively contributing to the organizational goals on a local and national level
AIESEC Gent vzw | Tweekerkenstraat 2 | B-9000 Gent | Belgium | tel +32 (0)473 51 72 59 | gent.be@aiesec.net | http//www.aiesecgent.be
Why have Training and Education? Increase retention rate of newly recruited members Increase members knowledge so that they can perform Deliver on promises to provide opportunities for members to gain knowledge, skills and competencies in AIESEC
AIESEC Gent vzw | Tweekerkenstraat 2 | B-9000 Gent | Belgium | tel +32 (0)473 51 72 59 | gent.be@aiesec.net | http//www.aiesecgent.be
The TM team looks at needs and competencies of the member base each semester and is open to input from all members. The team then evaluates these needs and decides on events and sessions that can be run to ensure that the semester is a productive one that goes some way towards equipping the LC with the skills, behaviours and competencies to develop through their AIESEC Experience. Where needed, we contact external parties to help us run events to better equip our members with that skill set. The MEC uses the Global Learning Environment to provide this set of events to members. Create the environment for people to want to learn more by using all areas of the learning environment: individual discovery and reflection; team experiences; learning circles on specific topics; virtual spaces, forums, blogs and resource sharing; mentoring; and conferences/seminars. Main driver: VP Talent Management Reasons? Help new members get a better understanding of the PBoXes or functional areas that they are now part of Making sure new members are attending a national conference Involving members in all basic activities in the LC Giving new members opportunities to participate and run activities with EB Offer learning opportunities through LC programs/activities; ask the question: what are members getting out of this activity and is it relevant and worth their time? Are they developing the skills/competencies that I want to enhance in my LC? Engage externals for relevant training sessions: presentation skills, sells skills, networking, effective communication, working with a team, project management etc; Promote & encourage regional, national & international conferences!
AIESEC Gent vzw | Tweekerkenstraat 2 | B-9000 Gent | Belgium | tel +32 (0)473 51 72 59 | gent.be@aiesec.net | http//www.aiesecgent.be
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8. Talent Coaching
"Coaching is a conversation, a dialogue, whereby the coach and the individual interact in a dynamic exchange to achieve goals, enhance performance and move the individual forward to greater success. A coach helps their coachee to find their own solutions, by asking questions that give them insight into their situations. A coach holds them accountable, so if they agree to a plan to achieve a goal, a coach will help motivate them to complete their plan. Why do we coach in AIESEC? If we have a coach to help us achieve our goals, we can accomplish much more. We are held accountable to the goals we create and are motivated along the way to complete what we set out to do and find our own solutions to any challenges in our way. Overall, it is a method to see great results, but with the added benefit of personal learning and motivation along the way. What is the difference between a coach and a mentor? A coach aims to help the person achieve his/her best performance. They try and direct a person to an end result without telling them what to do. A mentor is a sounding board, they can give advice but it is up to the mentee to do something or choose which advice to follow. In a coaching context there can be specific performance objectives whereas the objective in the mentoring relationship is one of growth through sharing experiences and perspectives. Coaching usually has shorter term objectives where as mentoring relationship longer term objectives are set. Why do we have Talent Coaching? We accomplish more We are motivated by others to achieve goals Both coach and coachee benefit from the relationship as the coach likely has a vested interest in the goals and results of the coachee Coach learns by teaching and doing
For the 2006/07 People Development Units Talent Coaching Campaign see: http://www.myaiesec.net/content/viewfile.do?contentid=20622 and their very good guide see: http://www.aiesec.net/content/viewfile.do?contentid=13162 And for AIESEC Romanias Best Case Practice (BCP) on Talent Coaching including: A great guide for all on Goals, Benefits, When to do it, How to do it etc see: http://www.aiesec.net/content/viewfile.do?contentid=13744
Main driver: VP Talent Management What to do? Trainings about the system and how it is working Discussions about the benefits and the importance of implementing such a system in the LC
AIESEC Gent vzw | Tweekerkenstraat 2 | B-9000 Gent | Belgium | tel +32 (0)473 51 72 59 | gent.be@aiesec.net | http//www.aiesecgent.be
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Offer educational support and info evenings Facilitate Selection and Matching of coach and coachee (if internal)
Benefits of Talent Pipeline Understand what activities need to be done now in order to achieve results in the future Identify bottlenecks and talent leaks in advance that could stop you from achieving your objectives Able to make decisions to increase your capacity to achieve results in the bottlenecks by creating external opportunities
AIESEC Gent vzw | Tweekerkenstraat 2 | B-9000 Gent | Belgium | tel +32 (0)473 51 72 59 | gent.be@aiesec.net | http//www.aiesecgent.be
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Make sure results are sustainable by making sure there are always talents in the pipeline Main driver: VP Talent Management What to do? Ensure talent reviews are done Ensure your leadership pipeline early in the year take the time to approach personally all good candidates; have a session on what it means to be in a leadership position before announcement of opening applications and elections Invest trust and give responsibilities to see how people work in a team environment or if they follow through with their tasks
The importance of Transition Transition is extremely important in an LC as it is in any company when the role of one person is handed to another. It ensures that there is minimal loss of knowledge about the function, job description and ongoing tasks as possible. If there is a substantial loss of knowledge the hard work of the predecessor is wasted.
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Transition is especially important in AIESEC as our leadership base has almost 100% turnaround every year, meaning more leadership opportunities but more room for loss of knowledge. What to do: LCs need to create a structured plan and agenda for transition Each portfolio VP/LCP needs to have a transition and takeover plan that will ensure consistency and fluency in going into the next term this ensures we keep going forward and dont reinvent everything every term! ALL EB members are required to transition information and knowledge to the incoming team. The LCP should track overall transition process for all departments together with VP TM to ensure quality, efficiency, consistency & alignment Main driver: VP Talent Management We need to transition: Overall portfolio knowledge Past and current reality of the team and its place in the LC Challenges and/or opportunities for the future Personal and professional experiences Accounts for effective and continuous account management Anything you are half-way through that you want to get finished!
For an excellent guide on what to transition see: http://www.myaiesec.net/content/viewfile.do? contentid=57124
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Members recognise what they have learned from being involved in AIESEC Members understand what competencies they still need to develop Members track their learning in AIESEC VP TM can track members learning and provide further learning opportunities
Main driver: LCP Main responsible: VP TM with other EB members Results: Increase member motivation, raise competition & excellence bar, shape organization culture, align global direction with individual behaviours Keep it simple and applicable to your LC culture and results that you want to reach
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Help set the right expectations & overview matching processes to ensure efficiency & urgency for the eXchange process Promote, engage and leverage all EPs & current interns in the country CEED programs!!!
2. Development activities
Main driver: VP Talent Management Main responsible: every single EB member All activities in the LC need to have a goal and a key deliverable; they should focus on enhancing competences, leveraging on particular interests or desired results Examples: challenge your world view sessions, issues night (HIV/AIDS, Energy, Education, Corporate Social Responsibility/Sustainability, Entrepreneurship, Finance etc.), country presentations/sharing sessions from interns/EPs/returnees IMPORTANT: all activities should have a strong and comprehensive closure so members understand the reasoning behind the activity and see the applicability within their AIESEC career and day to day life.
3. Exit/H4TF interviews
H4TF stands for Heading for the Future. These are basically the same as talent reviews- individual time between a member and an EB to make sure before they leave AIESEC and become an alumni, that we know if they got the experience they are looking for, and if they want to go on an exchange that they were offered the right opportunities! Main driver: VP Talent Management Talent Review: 1 on 1 to capture learnings and efficiency of actions; Exit Interviews: wrap up experiences and understand how to capitalize on acquired skills and competencies for next steps; H4TF Interviews: wrapping up AIESEC career and experience, help set the first steps for career planning; create happy alumni Use the talent review/exit/H4TF interviews as a tool to improve the approach taken for developing and improving competencies and skills within the LC A final word:
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Only those willing to risk going too far can possibly find out how far one can go T.S. Eliot Put in everything youve got, at the end, youll realize you got out of AIESEC a lot more in experiences, skills, personal qualities and friends than the hard times you put in! GOOD LUCK
Kay Willmore AIESEC Australia kay.willmore@gmail.com
AIESEC Gent vzw | Tweekerkenstraat 2 | B-9000 Gent | Belgium | tel +32 (0)473 51 72 59 | gent.be@aiesec.net | http//www.aiesecgent.be
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