TA#E'T %A'A$E%E'T 2007-2008

The definitive guide

With resources and Best Case Practices from: AIE EC A! T"A#IA AIE EC BE#$I!% AIE EC &I'#A'( AIE EC P)#A'( AIE EC ")%A'IA

Pre*ared +, -a, Wi..more /T% CEE(er0 Austra.ia kay.willmore@gmail.com

Ta.ent %anagement
The (efinitive $uide
Contents:
Ta.ent (eve.o*ment Programs1111111111111111111111111111111111111111111111111111111111111111111111111111111111111112 31 #earning environment management111111111111111111111111111111111111111111111111111111111111111111112 21 #eadershi* (eve.o*ment Programs111111111111111111111111111111111111111111111111111111111111111111112 41 %anaging and de.ivering Partnershi*s that su**ort T% area1111111111111111111111111115 The Processes of Ta.ent %anagement111111111111111111111111111111111111111111111111111111111111111111111111115 31 P.anning1111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111115 21 %ar6eting /"ecruitment011111111111111111111111111111111111111111111111111111111111111111111111111111111111111117 41 Ta.ent e.ection1111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111117 21 Induction111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111117 51 Ta.ent $oa. etting 8 )rientation1111111111111111111111111111111111111111111111111111111111111111111111117 71 Ta.ent A..ocation 1111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111118 71 Training 8 Education1111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111118 9o: do :e *rovide training and education in the #C;11111111111111111111111111111111111111< What is the $.o+a. Com*etenc, %ode. /$C%0;11111111111111111111111111111111111111111111111111< What is a %em+er Education C,c.e /%EC0;11111111111111111111111111111111111111111111111111111130 81 Ta.ent Coaching11111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111133 <1 Trac6ing and Pi*e.ine management111111111111111111111111111111111111111111111111111111111111111111132 301 uccession P.anning and Transition11111111111111111111111111111111111111111111111111111111111111134 331 Ta.ent Performance A**raisa.1111111111111111111111111111111111111111111111111111111111111111111111111132 321 "e:ards 8 "ecognition111111111111111111111111111111111111111111111111111111111111111111111111111111111111135 )ngoing Ta.ent %anagement activities1111111111111111111111111111111111111111111111111111111111111111111111135 31 E=change com*onent11111111111111111111111111111111111111111111111111111111111111111111111111111111111111111135 21 (eve.o*ment activities111111111111111111111111111111111111111111111111111111111111111111111111111111111111111137 41 E=it>92T& intervie:s1111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111137 .......................................................................................................................................... .......................................................................................................................................... .......................................................................................................................................... ................................................................................................................................

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Ta.ent %anagement T,e /e0initive g"i/e What is Talent Management? Talent 1anagement is +ase/ on t,e i/ea o0 2"man 3eso"rces4 t,at is4 managing -eo-le4 giving t,em /evelo-ment o--ort"nities an/ tracking t,is /evelo-ment. What does Talent Management mean in AIESEC? 2istory5 2!!' 2"man 3eso"rces 2!!)-2!!6 7eo-le 8evelo-ment 9 aime/ at giving -eo-le t,e o--ort"nity to /evelo2!!( Talent 1anagement 9 aime/ at t,e w,ole -rocess o0 -eo-le wit,in an organization. It t,ere0ore incl"/es stages 0rom 23 -lanning4 recr"itment4 allocation4 training an/ coac,ing 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 1anagement S"+system is com-rise/ o05 *. Talent 8evelo-ment 7rograms 9 re0er -age $-' 2. Talent 1anagement 7rocesses 9 re0er -age '-*) What are these? Talent 8evelo-ment 7rograms 9 t,e way +y w,ic, we -rovi/e o--ort"nities to mem+ers Talent 7rocesses 9 t,ese are all t,e t,ings we /o in t,e :o+. T,ey are5 *. Talent 7lanning 2. Talent 1arketing $. Talent Selection '. Talent In/"ction ). Talent Goal Setting ; <rientation %incl"/ing Career 7lanning& 6. Talent Allocation (. Talent E/"cation ; Training =. Talent Coac,ing . Talent Tracking ; 7i-eline 1anagement *!. Talent Transition **. Talent 7er0ormance 1anagement *2. Talent motivation 9 3ewar/s ; 3ecognition

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Ta.ent (eve.o*ment Programs

Anot,er -art o0 t,e Talent 1anagement S"+system T,e way +y w,ic, we -rovi/e t,ese o--ort"nities is +y o"r >Talent 8evelo-ment 7rograms? w,ic, incl"/es5 *. @earning Environment 1anagement 2. @ea/ers,i- 8evelo-ment 7rograms $. 1anaging an/ /elivering 7artners,i-s t,at s"--ort T1 area

*. @earning environment management

?$.o+a. #earning Environment@ consisting of 7 e.ements T,is ,el-s -eo-le /iscover an/ /evelo- t,eir -otential in AIESEC4 t,e stronger an/ more -ower0"l t,e environment is4 t,e strongest t,e in/ivi/"al can +e more sel0 aware an/ /evelo-. T,e @earning Environment works +est w,en it is integrate/ wit, Talent 7rocesses.

Aor more in0ormation on learning environment elements see5 1entoring ,tt-5..www.aiesec.net.content.view0ile./oBcontenti/C*!!!6$$6 @earning Circles.8isc"ssion Gro"-s ,tt-5..www.aiesec.net.content.view0ile./oBcontenti/C*!!!'=)!

2. @ea/ers,i- 8evelo-ment 7rograms

A lea/ers,i- /evelo-ment -rogram "ses t,e 23 -lanning tool to assess t,e c"rrent an/ 0"t"re lea/ers,i- o--ort"nities 0or mem+ers. An @C can "se t,is 23 -lanning tool %Talent 1anagement 7i-eline& to create an @C str"ct"re w,ic, 0osters an environment wit, a greater amo"nt o0 lea/ers,i- -ositions. 7eo-le /evelo- lea/ers,i- com-etencies in a n"m+er o0 /i00erent ways incl"/ing5 in/ivi/"al learning -lans4 s"ccession -lans4 mentoring an/ coac,ing. How do we track peoples development?

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De "se somet,ing calle/ t,e Glo+al Com-etency 1o/el. T,is is a mo/el wit, a list o0 /evelo-ment o--ort"nities an/ com-etencies t,at mem+ers can /evelo- at /i00erent stages o0 t,eir AIESEC EE-erience.
Aor more in0ormation on @ea/ers,i- 8evelo-ment see5 ,tt-5..www.myaiesec.net.content.view0ile./oB contenti/C*= ')

$. 1anaging an/ /elivering 7artners,i-s t,at s"--ort T1 area

T,ese can +e learning -artners,i-s or content -artners,i-s.
See5 @earning Base/ 7artners,i-s ,tt-5..www.myaiesec.net.content.view0ile./oBcontenti/C*!!!*=(2 @earning 7artners,i-s Content an/ 1anagement ,tt-5..www.myaiesec.net.content.view0ile./oB contenti/C*))$* 8evelo-ing @earning Fetwork 7artners,i-s ,tt-5..www.myaiesec.net.content.view0ile./oBcontenti/C*=2 6

The Processes of Ta.ent %anagement *. 7lanning

Talent 7lanning is t,e -art o0 t,e 7re-In/"ction -rocess. T,e @C i/enti0ies c"rrent an/ 0"t"re ,"man reso"rces nee/s 0or t,e organization to ac,ieve its goals. T,is is t,e -rocess w,ere t,e @C can set t,eir lea/ers,i- an/ eEc,ange -i-eline an/ align all t,eir work 0or t,e w,ole year accor/ing to t,e res"lts o0 t,is -lanning. What does it reAuire; T,is -rocess reG"ires t,e analysis o0 t,e mem+er nee/s o0 t,e @C 0or t,e 0ollowing year. It looks at c"rrent mem+ers4 c"rrent -ositions an/ 0"t"re -ositions an/ assesses w,ere teams reG"ire more mem+ers. T,is is /one 0or eac, team an/ t,e w,ole @C given t,e @CHs goals 0or t,e year4 incl"/ing eEc,ange goals. As a res"lt o0 t,is analysis4 a recr"itment.marketing -lan is /evelo-e/ an/ t,e reG"ire/ mem+ers are recr"ite/. %ain driver: BP Ta.ent %anagement "esu.ts:

Inow ,ow many mem+ers are in eac, stage Inow ,ow many mem+ers to recr"it

Aor more in0ormation on t,e Talent 7lanning 7rocess see5 Talent 7lanning ,tt-5..www.myaiesec.net.content.view0ile./oBcontenti/C*'$!$ Talent 7lanning an/ 7i-eline 1anagement 77T: ,tt-5..www.myaiesec.net.content.view0ile./oB contenti/C 6!!

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2. 1arketing %3ecr"itment&
Talent 1arketing is t,e way w,ic, t,e @C -romotes an/ sells AIESEC to t,e st"/ents in t,e "niversity in or/er to attract to- talentJ
Aor Belgi"mHs /etaile/ g"i/e on recr"itment see5 ,tt-5..www.myaiesec.net.content.view0ile./oB contenti/C2$2*2

Create yo"r message /e-en/ing on t,e target market an/ yo"r 23 7lan 1ake s"re yo" "se Talent 7lanning /oc"ment all t,e time to remin/ yo"rsel0 o0 yo"r goals4 an/ c,eck i0 yo" are marketing to t,e rig,t -eo-le yo" wantJ Bran/ all messages K- to /ate we+site4 -osters4 +roc,"res4 mass emails4 cam-"s -"+lications4 eEternal we+site -ostings etc.
2ere are t,e g"i/elines5 ,tt-5..www.myaiesec.net.content.viewwiki./oB contenti/C*!!!!* 6

1arketing activities5 - @ect"re -resentations. in0ormation sessions - Articles in cam-"s -"+lications - 1ail lists t,ro"g, t,e 0ac"lty

%ain driver: BP Ta.ent %anagement "esu.ts:

Clear an/ consistent +ran/ message getting t,ro"g, to st"/ents St"/ents aware o0 t,e o--ort"nities wit,in AIESEC

$. Talent Selection
Talent Selection is o0ten incor-orate/ into 3ecr"itment. T,is is a way to see i0 newies are :oining AIESEC or t,e eLc,ange -rogram 0or t,e rig,t reasons an/ i0 t,ey ,ave t,e reG"ire/ skills an/ com-etencies to meet t,e @CHs nee/s %+ase/ on t,e 23 -lan&. %ain driver: BP Ta.ent %anagement "esu.ts:

Im-rove t,eir sel0 commitment to t,e organization ; activities Intro/"ce t,em to t,e c"rrent Mo+s an/ -ositions availa+le in t,e @C Set t,e rig,t eE-ectations rig,t at t,e +eginning 0or everyone

'. In/"ction
The most im*ortant e.ement in a successfu. recruitmentC T,is is t,e time w,ere t,e EB can transmit t,eir knowle/ge to t,e newies an/ ens"re t,ey ,ave t,e necessary knowle/ge an/ rig,t motivation to contin"e t,eir AIESEC eE-erience.

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I17<3TAFT5 All N7 T1s should contact MC for the resources ou need to run an induction . T,ere are common 77Ts an/ ot,er t,ings -re-are/ an/ rea/y 0or yo"r common in/"ction /aysJJ 1aterials 0or a common in/"ction incl"/e5 !hat ou would present in our induction sessions" AIESEC ,istory 9 77T going wit, t,e song 1a/ Dorl/ +y 1ic,ael An/rews AIESEC i/entity Activity Calen/ar 7ositions availa+le in t,e @C at t,e moment Con0erence -romotion EEc,ange o--ort"nities 7BoLes availa+le at local level4 ,ow to take -art etc E7 -romotionsO. All newies m"st s"+mit an a--lication 0or AIESECJJJ T,is is a 3EPKI3E1EFT an/ nee/s to +e comm"nicate/ 0rom t,e +eginning o0 involvement in AIESECJ
Aor an eEam-le a--lication see5 ,tt-5..www.myaiesec.net.content.view0ile./oBcontenti/C*!!!6$$2

%ain driver: BP Ta.ent %anagement Benefits of common induction: Ens"re everyone gets t,e same -ict"re o0 AIESEC Set t,e +asic eE-ectations a+o"t t,e way we work B"il/ eEcitement. interest. c"riosity a+o"t AIESEC Allows new mem+ers to :oin t,e AIESEC network

). Talent Goal Setting ; <rientation

D,at is Talent Goal SettingB Talent goal setting is all a+o"t ,aving mem+ers set t,eir goals in t,eir -ersonal lives an/ in AIESEC an/ ,ave t,em relate t,e two. T,ey not only set goals +"t also review t,ese goals on a reg"lar +asis to ens"re t,at mem+ers are constantly aware o0 t,eir -rogress towar/s ac,ieving t,eir goals. T,e mem+ers set t,eir -ersonal goals an/ t,eir goals in AIESEC an/4 wit, t,e ,el- o0 a 0acilitator %EB mem+er&4 will come to t,e realization t,at AIESEC can ,el- t,em ac,ieve t,eir -ersonal goals.
To see a very goo/ -ackage t,at /oes t,is see5 ,tt-5..www.myaiesec.net.content.view0ile./oB contenti/C10006678

3emem+er t,at goals are o0ten +ase/ on -ersonal views o0 t,ings4 w,ic, relate to a -ersonHs val"es. So in or/er to /e0ine t,ese4 we may 0irst nee/ to consi/er val"es.
2ere is a very goo/ /oc"ment t,at /oes so5 ,tt-5..www.myaiesec.net.content.view0ile./oB contenti/C*(6(6

It is im-ortant t,at mem+ers set goals at eac, stage o0 t,eir AIESEC eE-erience as well. In t,is way4 t,ey are constantly striving 0or ,ig,er t,ings. Goal setting is a very -ersonal eEercise an/ s,o"l/ +e /riven +y t,e N7 T14 coac,es an/ mentors.

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%ain driver: BPs Ta.ent %anagement Wh, do :e have Ta.ent $oa. etting; 1em+ers are more sel0-aware 1em+ers are more motivate/ to ac,ieve t,eir goals 1em+ers are more motivate/ to -er0orm in AIESEC to grow -ersonally an/ -ro0essionally
Aor AIESEC InternationalHs com-re,ensive g"i/e 0or Talent Goal Setting see5 ,tt-5..www.myaiesec.net.content.view0ile./oBcontenti/C2*(=2

6. Talent Allocation
D,y ,ave Talent AllocationB D,at are t,e +ene0itsB It s,ortens t,e time it takes 0or mem+ers to start working an/ increases t,e retention rate +y -rovi/ing clear goals an/ activities It increases t,e -ersonal /evelo-ment o0 t,e in/ivi/"al +y clearly s,owing t,e 0iel/s w,ic, can +e /evelo-e/ It makes s"re t,e rig,t -erson is /oing t,e rig,t :o+ T,is is t,e -rocess w,ere t,e N7 T1 along wit, t,e entire @CEB makes s"re t,at every new mem+er ,as somet,ing to /o an/ t,at it matc,es t,eir eE-ectations an/ interests 0or :oining AIESEC wit, t,e role t,ey are -lace in. %ain driver: BP Ta.ent %anagement It starts :ith considering Auestions .i6e: ? D,at roles nee/ to +e create/ to work on t,e strategies in my @CB ? D,at roles nee/ to +e create/ an/ 0ille/ to g"arantee t,e ac,ievement o0 my @C goalsB ? D,at role will +est allow t,is -erson to /evelo- in/ivi/"ally as well as e00ectively contri+"ting to t,e organizational goals on a local an/ national level

(. Training ; E/"cation
T,is -rocess increases t,e skills an/ knowle/ge o0 o"r mem+ers t,ro"g, a miE o0 t,eoretical an/ eE-erience +ase/ learning. T,e @CEB contri+"tes to t,e learning o0 mem+ers as t,ey train mem+ers on-t,e-:o+ 0or t,eir role in t,e 0"nctional team. %ain driver: BP Ta.ent %anagement Wh, have Training and Education; Increase retention rate o0 newly recr"ite/ mem+ers

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 Increase mem+ersH knowle/ge so t,at t,ey can -er0orm 8eliver on -romises to -rovi/e o--ort"nities 0or mem+ers to gain knowle/ge4 skills an/ com-etencies in AIESEC

9o: do :e *rovide training and education in the #C;

Create a %em+er Education C,c.e +ased on the $.o+a. Com*etenc, %ode. T,e Glo+al Com-etency 1o/el is "se/ as an in-"t into /esigning t,e E/"cation an/ Training Cycle in AIESEC on a @ocal Committee level an/ on a national level.

D,at is t,e Glo+al Com-etency 1o/el %GC1&B

T,e Glo+al Com-etency mo/el is a mo/el w,ic, eE-lains ** com-etencies t,at are im-ortant 0or mem+ers to /evelo- /"ring t,eir AIESEC EE-erience. Com-etencies arenHt knowle/ge. #$he are attitudes, behaviours motives or other personal characteristics that are essential to perform a role, or more importantl improve the performance and personal development from superior to solid% T,e GC1 serves two -"r-oses 0or AIESEC5 *. It is a /evelo-ment tool It ,el-s /rive sel0-/riven learning in o"r mem+ers,i2. It is a management tool It ,el-s manage training4 learning an/ -er0ormance o0 o"r mem+ers,iT,e ** com-etencies ,ave +een /evelo-e/ as -art o0 t,e 0ramework 0or Qcreating agents o0 -ositive c,angeH AIESECHs 2!*! vision. T,e 0o"r c,aracteristics o0 agents o0 -ositive c,ange are5 *. C"lt"rally sensitive 2. Entre-rene"rial $. Socially 3es-onsi+le '. Active @earner T,e ** com-etencies in t,e GC1 are categorize/ eit,er into critical com-etencies or s"--orting com-etencies 0or eac, c,aracteristic o0 an agent o0 -ositive c,ange. $he && competencies are" Sel0 Awareness 7ersonal E00ectiveness 3esilience Awareness o0 <t,ers Incl"siveness E00ective Comm"nication 8evelo-ing <t,ers Stake,ol/er Aoc"s AleEi+le T,inking Innovation Commitment to 3es"lts

Aor a more /etaile/ view on t,e GC1 see5 ,tt-5..www.myaiesec.net.content.view0ile./oBcontenti/C* 6(

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D,at is a 1em+er E/"cation Cycle %1EC&B

A 1EC is a str"ct"re/ set o0 learning events t,at are -rovi/e/ to mem+ers /"ring t,eir AIESEC EE-erience. It involves an "n/erstan/ing o0 w,at kin/ o0 e/"cation t,e mem+ers nee/ at w,at -oint o0 t,eir time in AIESEC.
Aor a 77T /escri-tion o0 t,e 1EC an/ ,ow it ties in wit, a Str"ct"re/ @earning 7rocess %S@7& see5 ,tt-5..myaiesec.net.content.view0ile./oBcontenti/C*!!!6$$)

T,e T1 team looks at nee/s an/ com-etencies o0 t,e mem+er +ase eac, semester an/ is o-en to in-"t 0rom all mem+ers. T,e team t,en eval"ates t,ese nee/s an/ /eci/es on events an/ sessions t,at can +e r"n to ens"re t,at t,e semester is a -ro/"ctive one t,at goes some way towar/s eG"i--ing t,e @C wit, t,e skills4 +e,avio"rs an/ com-etencies to /evelo- t,ro"g, t,eir AIESEC EE-erience. D,ere nee/e/4 we contact eEternal -arties to ,el- "s r"n events to +etter eG"i- o"r mem+ers wit, t,at skill set. T,e 1EC "ses t,e Glo+al @earning Environment to -rovi/e t,is set o0 events to mem+ers. Create t,e environment 0or -eo-le to want to learn more +y "sing all areas o0 t,e learning environment5 in/ivi/"al /iscovery an/ re0lectionR team eE-eriencesR learning circles on s-eci0ic to-icsR virt"al s-aces4 0or"ms4 +logs an/ reso"rce s,aringR mentoringR an/ con0erences.seminars. %ain driver: BP Ta.ent %anagement "easons; 2el- new mem+ers get a +etter "n/erstan/ing o0 t,e 7BoLes or 0"nctional areas t,at t,ey are now -art o0 1aking s"re new mem+ers are atten/ing a national con0erence Involving mem+ers in all +asic activities in t,e @C Giving new mem+ers o--ort"nities to -artici-ate an/ r"n activities wit, EB <00er learning o--ort"nities t,ro"g, @C -rograms.activitiesR ask t,e G"estion5 w,at are mem+ers getting o"t o0 t,is activity an/ is it relevant an/ wort, t,eir timeB Are t,ey /evelo-ing t,e skills.com-etencies t,at I want to en,ance in my @CB Engage eEternals 0or relevant training sessions5 -resentation skills4 sells skills4 networking4 e00ective comm"nication4 working wit, a team4 -ro:ect management etcR 7romote ; enco"rage regional4 national ; international con0erencesJ

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=. Talent Coac,ing
SCoac,ing is a conversation4 a /ialog"e4 w,ere+y t,e coac, an/ t,e in/ivi/"al interact in a /ynamic eEc,ange to ac,ieve goals4 en,ance -er0ormance an/ move t,e in/ivi/"al 0orwar/ to greater s"ccess.? A coac, ,el-s t,eir Qcoac,eeH to 0in/ t,eir own sol"tions4 +y asking G"estions t,at give t,em insig,t into t,eir sit"ations. A coac, ,ol/s t,em acco"nta+le4 so i0 t,ey agree to a -lan to ac,ieve a goal4 a coac, will ,el- motivate t,em to com-lete t,eir -lan. Wh, do :e coach in AIE EC; I0 we ,ave a coac, to ,el- "s ac,ieve o"r goals4 we can accom-lis, m"c, more. De are ,el/ acco"nta+le to t,e goals we create an/ are motivate/ along t,e way to com-lete w,at we set o"t to /o an/ 0in/ o"r own sol"tions to any c,allenges in o"r way. <verall4 it is a met,o/ to see great res"lts4 +"t wit, t,e a//e/ +ene0it o0 -ersonal learning an/ motivation along t,e way. What is the difference +et:een a coach and a mentor; A coach aims to ,el- t,e -erson ac,ieve ,is.,er +est -er0ormance. T,ey try an/ /irect a -erson to an en/ res"lt wit,o"t telling t,em w,at to /o. A mentor is a so"n/ing +oar/4 t,ey can give a/vice +"t it is "- to t,e mentee to /o somet,ing or c,oose w,ic, a/vice to 0ollow. In a coaching conteEt t,ere can +e s-eci0ic -er0ormance o+:ectives w,ereas t,e o+:ective in t,e mentoring relations,i- is one o0 growt, t,ro"g, s,aring eE-eriences an/ -ers-ectives. Coac,ing "s"ally ,as s,orter term o+:ectives w,ere as mentoring relations,i- longer term o+:ectives are set. D,y /o we ,ave Talent Coac,ingB De accom-lis, more De are motivate/ +y ot,ers to ac,ieve goals Bot, coac, an/ coac,ee +ene0it 0rom t,e relations,i- as t,e coac, likely ,as a veste/ interest in t,e goals an/ res"lts o0 t,e coac,ee Coac, learns +y teac,ing an/ /oing
Aor t,e 2!!6.!( 7eo-le 8evelo-ment KnitHs Talent Coac,ing Cam-aign see5 ,tt-5..www.myaiesec.net.content.view0ile./oBcontenti/C2!622 an/ t,eir very goo/ g"i/e see5 ,tt-5..www.aiesec.net.content.view0ile./oBcontenti/C*$*62 An/ 0or AIESEC 3omaniaHs Best Case 7ractice %BC7& on Talent Coac,ing incl"/ing5 A great g"i/e 0or all on Goals4 Bene0its4 D,en to /o it4 2ow to /o it etc see5 ,tt-5..www.aiesec.net.content.view0ile./oBcontenti/C*$(''

%ain driver: BP Ta.ent %anagement What to do; Trainings a+o"t t,e system an/ ,ow it is working 8isc"ssions a+o"t t,e +ene0its an/ t,e im-ortance o0 im-lementing s"c, a system in t,e @C

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<00er e/"cational s"--ort an/ in0o evenings Aacilitate Selection an/ 1atc,ing o0 coac, an/ coac,ee %i0 internal&

. Tracking an/ 7i-eline management

D,at is Talent TrackingB Talent tracking is a -rocess t,at tracks mem+ers t,ro"g, t,eir AIESEC L74 it looks at t,e com-etencies4 skills an/ +e,avio"rs t,at mem+ers ,ave /evelo-e/ an/ t,e o--ort"nities t,ey ,ave ,a/ in eac, stage as well as t,eir -at, t,ro"g, AIESEC. T,is means4 a 7er0ormance A--raisal can +e "se/ 0or Talent tracking in terms o0 assessing com-etencies4 skills an/ +e,avio"rs. Talent tracking can also +e "se/ to 0ollow mem+ers t,ro"g, t,eir AIESEC L74 t,ere0ore i/enti0ying 0"rt,er o--ort"nities 0or -ersonal an/ -ro0essional /evelo-ment. D,at is Talent 7i-eline 1anagementB 't is the practice of managing the flows of people between different positions in the (C. $he goal of $alent )ipeline Management is to make sure we have the right people in the right roles *efficient allocation+ at the right time *effective flow+. Essentially4 t,e Talent 7i-eline is a 2"man 3eso"rces -lan %Talent 7lan&4 t,e team takes in-"t 0rom t,e Talent 7lan4 looks at t,e -ossi+le -ositions availa+le in t,e coming mont,s.year4 cons"lts wit, t,e EB to i/enti0y t,eir talent nee/s an/ creates a recr"itment an/ -romotion -lan +ase/ on t,is in-"t. T,is res"lts in a -lan t,at s,ows5 t,e talents t,at will +e nee/e/4 w,en t,ey will +e nee/e/ an/ in w,at team t,ey will +e nee/e/. It will /e-en/ on t,e goals an/ strategies o0 t,e @C. T,e Talent 7i-eline4 w,en im-lemente/ in con:"nction wit, Talent Tracking4 will make s"re t,at mem+ersH -ersonal an/ -ro0essional goals an/ interests are met +y t,e activities t,at t,e @C is r"nning. T,is will +e easily met i0 t,ere is a 1EC in -lace t,at ,as +een create/ +ase/ on t,e nee/s an/ wants o0 t,e @C mem+ers.
Aor more in0ormation on t,e Talent 7i-eline see5 ,tt-5..www.myaiesec.net.content.view0ile./oB contenti/C 62( Aor a Talent 7i-eline tracking /oc"ment see5 ,tt-5..www.myaiesec.net.content.view0ile./oB contenti/C*($=2

Bene0its o0 Talent 7i-eline Kn/erstan/ w,at activities nee/ to +e /one now in or/er to ac,ieve res"lts in t,e 0"t"re I/enti0y +ottlenecks an/ talent leaks in a/vance t,at co"l/ sto- yo" 0rom ac,ieving yo"r o+:ectives A+le to make /ecisions to increase yo"r ca-acity to ac,ieve res"lts in t,e +ottlenecks +y creating eEternal o--ort"nities

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 1ake s"re res"lts are s"staina+le +y making s"re t,ere are always talents in t,e -i-eline %ain driver: BP Ta.ent %anagement What to do; Ens"re talent reviews are /one Ens"re yo"r lea/ers,i- -i-eline early in t,e year take t,e time to a--roac, -ersonally all goo/ can/i/atesR ,ave a session on w,at it means to +e in a lea/ers,i- -osition +e0ore anno"ncement o0 o-ening a--lications an/ elections Invest tr"st an/ give res-onsi+ilities to see ,ow -eo-le work in a team environment or i0 t,ey 0ollow t,ro"g, wit, t,eir tasks

*!. S"ccession 7lanning an/ Transition

T,e im-ortance o0 S"ccession -lanning S"ccession -lanning ens"res t,at yo" ,ave t,e -eo-le to contin"e yo"r goo/ work an/ /rive AIESEC 0"rt,er towar/s reac,ing its goal o0 2!*!. S"ccession -lanning reG"ires t,e EB to look at t,e Talent 7lan toget,er to /etermine w,ere -eo-le mig,t +e ,ea/e/ in t,eir AIESEC L7 an/ i/enti0y -eo-le w,o s,ow lea/ers,i- G"alities4 t,e -assion4 /esire an/ motivation to move on to a lea/ers,i- role. T,ese -eo-le m"st +e a--roac,e/ early to enco"rage an/ +egin to train t,em to +e rea/y 0ro t,e neEt lea/ers,i- o--ort"nity. T,is early i/enti0ication -rocess ens"res a s"staina+le @C 0or t,e 0ollowing year. %ain driver: BP Ta.ent %anagement What to do; EB nee/s to i/enti0y an/ a--roac, mem+ers to a--ly 0or EB -ositions EB nee/s to look at t,eir talent -lanning /oc"ments an/ i/enti0y -eo-le w,o want to an/ can stay in t,e @C 0or lea/ers,i- o--ort"nities EB nee/s to comm"nicate t,is timeline an/ t,e availa+le -ositions G"ite early in t,e year
Aor a more /etaile/ view on S"ccession 7lanning see5 ,tt-5..www.myaiesec.net.content.view0ile./oB contenti/C*(!!=

T,e im-ortance o0 Transition Transition is eEtremely im-ortant in an @C as it is in any com-any w,en t,e role o0 one -erson is ,an/e/ to anot,er. It ens"res t,at t,ere is minimal loss o0 knowle/ge a+o"t t,e 0"nction4 :o+ /escri-tion an/ ongoing tasks as -ossi+le. I0 t,ere is a s"+stantial loss o0 knowle/ge t,e ,ar/ work o0 t,e -re/ecessor is waste/.

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Transition is es-ecially im-ortant in AIESEC as o"r lea/ers,i- +ase ,as almost *!!T t"rnaro"n/ every year4 meaning more lea/ers,i- o--ort"nities +"t more room 0or loss o0 knowle/ge. What to do: @Cs nee/ to create a str"ct"re/ -lan an/ agen/a 0or transition Eac, -ort0olio N7.@C7 nee/s to ,ave a transition an/ takeover -lan t,at will ens"re consistency an/ 0l"ency in going into t,e neEt term t,is ens"res we kee- going 0orwar/ an/ /onHt reinvent everyt,ing every termJ A@@ EB mem+ers are reG"ire/ to transition in0ormation an/ knowle/ge to t,e incoming team. T,e @C7 s,o"l/ track overall transition -rocess 0or all /e-artments toget,er wit, N7 T1 to ens"re G"ality4 e00iciency4 consistency ; alignment %ain driver: BP Ta.ent %anagement We need to transition: <verall -ort0olio knowle/ge 7ast an/ c"rrent reality o0 t,e team an/ its -lace in t,e @C C,allenges an/.or o--ort"nities 0or t,e 0"t"re 7ersonal an/ -ro0essional eE-eriences Acco"nts 0or e00ective an/ contin"o"s acco"nt management Anyt,ing yo" are ,al0-way t,ro"g, t,at yo" want to get 0inis,e/J
Aor an eEcellent g"i/e on w,at to transition see5 ,tt-5..www.myaiesec.net.content.view0ile./oB contenti/C)(*2'

**. Talent 7er0ormance A--raisal

D,y ,ave 7er0ormance A--raisalsB A -er0ormance a--raisal tracks t,e /evelo-ment o0 com-etencies in mem+ers t,ro"g, t,e 1em+er E/"cation Cycle in t,eir AIESEC EE-erience. What is a Performance A**raisa.; It is a meas"rement tool +ase/ on t,e Glo+al Com-etency 1o/el o0 ** com-etencies t,at mem+ers /evelo- /"ring t,eir AIESEC L7. T,e 7er0ormance A--raisal can +e "se/ to eval"ate t,e /evelo-ment o0 strengt,s an/ weaknesses in /i00erent areas o0 in/ivi/"als4 t,ere0ore allowing mem+ers to /evelo- t,eir strengt,s an/ work on t,eir weaknesses. T,e o"t-"t is "se/ to reconsi/er t,e mem+erHs 7ersonal @earning 7lan or 8evelo-ment 7lan to ena+le 0"rt,er /evelo-ment o--ort"nities to +e ,ig,lig,te/ an/ -lanne/. T,is s,o"l/ +e /one at t,e +eginning o0 t,e Taking 3es-onsi+ility stage o0 t,e AIESEC EE-erience an/ every t,ree mont,s 0ollowing.
Aor more in0ormation on 7er0ormance A--raisals "sing t,e Glo+al Com-etency 1o/el see5 ,tt-5..www.myaiesec.net.content.view0ile./oBcontenti/C ''*

AIESEC Gent vzw | Tweekerkenstraat 2 | B- !!! Gent | Belgi"m | tel #$2 %!&'($ )* (2 ) | gent.+e@aiesec.net | ,tt-..www.aiesecgent.+e

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%ain driver: BP Ta.ent %anagement "esu.ts:

1em+ers recognise w,at t,ey ,ave learne/ 0rom +eing involve/ in AIESEC 1em+ers "n/erstan/ w,at com-etencies t,ey still nee/ to /evelo1em+ers track t,eir learning in AIESEC N7 T1 can track mem+ers learning an/ -rovi/e 0"rt,er learning o--ort"nities

*2. 3ewar/s ; 3ecognition

T,e -"r-ose o0 3ewar/s an/ 3ecognition %3n3& is to motivate yo"r mem+ers to ac,ieve an/ rewar/ an/.or recognize t,ose w,o ,ave -er0orme/. It is essential in any organisation4 es-ecially vol"nteer-r"n organizations to rewar/ an/ recognize effort an/ results. Fote t,at yo" s,o"l/ also recognize effortJ What can ,ou do; Awar/s in yo"r @C meetings Foti0y t,e 1C a+o"t t,ese -eo-le I0 yo"r @C ,as eno"g, in t,e +"/get4 +"y t,em a small gi0t4 s"+si/ize t,em to atten/ an event Give t,em a ,"g 2ave an awar/s -resentation at t,e en/ o0 t,e year.term
To ,ave a look at t,e kin/ o0 awar/s yo" can -resent see5 ,tt-5..myaiesec.net.content.view0ile./oB contenti/C*!!!6''$

%ain driver: #CP %ain res*onsi+.e: BP T% :ith other EB mem+ers "esu.ts: Increase mem+er motivation4 raise com-etition ; eEcellence +ar4 s,a-e organization c"lt"re4 align glo+al /irection wit, in/ivi/"al +e,avio"rs Iee- it sim-le an/ a--lica+le to yo"r @C c"lt"re an/ res"lts t,at yo" want to reac,

<ngoing Talent 1anagement activities *. EEc,ange com-onent

%ain driver: BP )utgoing E=change Assistance from BP Ta.ent %anagement A@@ mem+ers %s,ort ; long term& s,o"l/ go t,ro"g, t,e same selection ; in/"ction -rocess 0or :oining AIESECR Set -ro0essional ; o+:ective Assessment Centers ; 3eview Boar/sR

AIESEC Gent vzw | Tweekerkenstraat 2 | B- !!! Gent | Belgi"m | tel #$2 %!&'($ )* (2 ) | gent.+e@aiesec.net | ,tt-..www.aiesecgent.+e

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 2el- set t,e rig,t eE-ectations ; overview matc,ing -rocesses to ens"re e00iciency ; "rgency 0or t,e eLc,ange -rocess 7romote4 engage an/ leverage all E7s ; c"rrent interns in t,e co"ntry CEE8 -rogramsJJJ

2. 8evelo-ment activities
%ain driver: BP Ta.ent %anagement %ain res*onsi+.e: ever, sing.e EB mem+er All activities in t,e @C nee/ to ,ave a goal an/ a key /elivera+leR t,ey s,o"l/ 0oc"s on en,ancing com-etences4 leveraging on -artic"lar interests or /esire/ res"lts EEam-les5 c,allenge yo"r worl/ view sessions4 iss"es nig,t %2IN.AI8S4 Energy4 E/"cation4 Cor-orate Social 3es-onsi+ility.S"staina+ility4 Entre-rene"rs,i-4 Ainance etc.&4 co"ntry -resentations.s,aring sessions 0rom interns.E7s.ret"rnees

I17<3TAFT5 all activities s,o"l/ ,ave a strong an/ com-re,ensive clos"re so mem+ers "n/erstan/ t,e reasoning +e,in/ t,e activity an/ see t,e a--lica+ility wit,in t,eir AIESEC career an/ /ay to /ay li0e.

$. EEit.2'TA interviews
2'TA stan/s 0or 2ea/ing 0or t,e A"t"re. T,ese are +asically t,e same as talent reviews- in/ivi/"al time +etween a mem+er an/ an EB to make s"re +e0ore t,ey leave AIESEC an/ +ecome an al"mni4 t,at we know i0 t,ey got t,e eE-erience t,ey are looking 0or4 an/ i0 t,ey want to go on an eEc,ange t,at t,ey were o00ere/ t,e rig,t o--ort"nitiesJ %ain driver: BP Ta.ent %anagement Talent 3eview5 * on * to ca-t"re learnings an/ e00iciency o0 actionsR EEit Interviews5 wra- "- eE-eriences an/ "n/erstan/ ,ow to ca-italize on acG"ire/ skills an/ com-etencies 0or neEt ste-sR 2'TA Interviews5 wra--ing "- AIESEC career an/ eE-erience4 ,el- set t,e 0irst ste-s 0or career -lanningR create ,a--y al"mni Kse t,e talent review.eEit.2'TA interviews as a tool to im-rove t,e a--roac, taken 0or /evelo-ing an/ im-roving com-etencies an/ skills wit,in t,e @C

A final word:

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Onl those willing to ris! going too far can "ossi#l find out how far one can go$ T%S% Eliot &ut in e'er thing ou('e got) at the end) ou(ll reali*e ou got out of AIESEC a lot more in e+"eriences) s!ills) "ersonal ,ualities and friends than the hard times ou "ut in.OO/ 01C2
,a !illmore A'-.-C Australia ka .willmore/gmail.com

AIESEC Gent vzw | Tweekerkenstraat 2 | B- !!! Gent | Belgi"m | tel #$2 %!&'($ )* (2 ) | gent.+e@aiesec.net | ,tt-..www.aiesecgent.+e

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