TALENT MANAGEMENT

Transcription

1 TALENT MANAGEMENT The Definitive Guide With resources and Best Case Practices from: AUSTRALIA AUSTRIA BELGIUM BRAZIL COLOMBIA EGYPT FINLAND GERMANY HONG KONG POLAND PUERTO RICO PORTUGAL ROMANIA SERBIA SPAIN Prepared by Kay Willmore MCVP TM + Communications AIESEC in Bahrain kay.willmore@gmail.com 1

2 Talent Management The Definitive Guide Contents: Talent Development Programs Learning Environment Management Leadership Development Programs Managing and delivering Partnerships that support TM area...5 The Processes of Talent Management Talent Planning Talent Selection Talent Induction Talent Goal Setting & Orientation Talent Allocation Talent Training & Education...15 What is the Global Competency Model (GCM)?...16 What is a Member Education Cycle (MEC)? Talent Coaching Talent Tracking and Pipeline Management Succession Planning and Transition Talent Performance Appraisal/Assessments and Talent Review Talent Motivation (Rewards & Recognition)...27 Ongoing Talent Management activities Exchange component Development activities Exit/H4TF interviews

3 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 People Development aimed at giving people the opportunity to develop 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 Talent Management Processes refer page 6-29 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 3

4 Talent Development Programs Another part of the Talent Management Subsystem The way by which we provide these opportunities is by our Talent Development Programs which includes: 1. Learning Environment Management 2. Leadership Development Programs 3. Managing and Delivering Partnerships that support TM area 1. Learning Environment Management The Global Learning Environment consists of 6 elements This is the platform for our members to support their personal and professional growth in AIESEC. A strong and powerful learning environment contributes to the individual being more self-aware and developing further from the opportunities we can provide them with. The Learning Environment works best when it is integrated with Talent Processes. For more information on learning environment elements see: Global Virtual Learning Environment Wiki Campaign April Coaching and Mentoring (output from ITC 2009) Mentoring presentation and Wiki Learning Circles/Discussion Groups Wiki Individual Discovery & Reflection Team Experiences Conferences & Seminars Mentorship Virtual Spaces 4

5 2. Leadership Development Programs A leadership development program ensures that we deliver a high quality leadership experience to our members. People develop leadership competencies in a number of different ways including: leading a team, individual learning plans, succession plans, mentoring and coaching. Keep this in mind when developing programs that can support the further growth of leadership competencies and skills in your members and then manage and deliver partnerships that will support this area. Remember that you can use partners in conferences, events and on a more strategic level to provide direction and inputs for your tasks. How do we track people s development? 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. These days we can also track the development of the competencies using the Competency Assessment Tool and the new TM statistics section on myaiesec.net. In the TM statistics section you are easily able to find out which competencies are lacking on the national and global level. By doing so you can create curriculum designed to improve these competencies in your members. Check it out at and follow the links on the right to > Competency Report > Select your Country and hey presto you have your data! Also see Section 9 Talent Tracking. For more information on Leadership Development see: PDU Leadership Development Campaign TMU Campaign 3. Managing and delivering Partnerships that support TM area These can be learning partnerships or content partnerships. The essential part of having partnerships that support the Talent Management subsystem is to partner with companies and people that can provide support in terms of running sessions and workshops on topics and areas that will develop the skills and competencies of members as well as helping develop the leadership capacity of AIESEC. Benefits for AIESEC: External support for workshops Sponsors to run events Knowledge of how things work outside of AIESEC Benefits to the Company: Access to Top Talent ability to recruit from AIESEC Talent Development able to help build talent in youth in their country Insight into Youth Ideas Employer Branding See: Learning Based Partnerships Learning Partnerships Content and Management Developing Learning Network Partnerships 5

6 The Processes of Talent Management 6

7 1. Talent Planning For me, Talent Planning is the first part of the 6-part Attracting Talents and bringing them into the organization process. The MC/LC identify current and future human resources needs for the organization to achieve its goals. This is the process where the MC/LC can set their leadership and exchange pipeline and align all their work for the whole year according to the results of this planning. Why? By looking at the current situation of the national and local organization and identifying the needs of the organization in terms of competencies, skills and numbers based on the goals for the year (X included) you are able to plan how many and what people to recruit. This way, you will target your recruitment efforts (and the remaining processes of Attracting Talent and Bringing them into the Organization) effectively and efficiently ensuring that you do meet your goals. A note on Exchange Planning Also consider Exchange during Talent Planning. Who said TM doesn t contribute to X? Consider your country s exchange goals for the next year. Consider the global supply and demand for X at the current point. Consider which profiles are needed in terms of skill sets and academic backgrounds for different TNs. What does it require? Remember, it s all interlinked in TM! This process requires the analysis and review of the member needs of the LC for the following year. It looks at current members, current positions and future positions and assesses where teams require more members. This is done for each team and the whole country given each LC s goals for the year, including exchange goals. As a result of this analysis, a recruitment/marketing plan is developed and the required members are recruited. It is important to perform Talent Planning in collaboration with each team in the LC as each team will know what their talent needs are for the year so that they can achieve their goals. Main driver: VP Talent Management Results: Know how many members are in each stage of Know how many members and of what profiles to recruit Know how to segment the university market to attract those profiles Know which students to target for X and what their profiles should be 7

8 For more information on the Talent Planning Process see: Talent Planning Talent Planning and Pipeline Management PPT: and Ecuador s Talent Planning PPT and for an XLS document that s got it all see Talent Planning Wiki with Toolkit 2. Marketing (Promotion and Recruitment) Talent Marketing is the way in which the LC promotes and sells AIESEC to the students in the university in order to attract top talent. It s about making sure we are sending out the right messages to the right people that we need to attract and build the right expectations to ensure proper positioning of AIESEC on the university campus. It s about planning, attracting and bringing talent (people) into the organization from Introduction to AIESEC stage to Taking Responsibility stage of For Belgium s detailed guide on recruitment see: Check out the Rock Your Campus Wiki as well: Recruitment 2009 Wiki: Talent Promotion Wiki Specific Messages for different Profiles Main driver: VP Talent Management + VP Communications + VP OGX Why? Communications are responsible for sending the messages, OGX are responsible for knowing how many and what EPs they want to recruit and TM are responsible for knowing how many and what members they want to recruit. All areas need to work together on this. Imagine if these areas didn t collaborate: TM defines which people we need to attract and Communications doesn t give the right messages, people turn up to an information/induction session with the wrong idea. OGX defines which people they need, Communications doesn t give the right messages, people turn up to an information/induction session that are the wrong profile for the exchanges we currently have on the system. TM doesn t define who we need and Communications gives the right messages, people turn up to an information/induction session and TM doesn t get the people we need. What to do: Create your message depending on the target market and your Talent Plan which will tell you the profile of members you need to reach your goals (talk with the OGX team to make sure you know your X goals) `Make sure you use a Talent Planning document all the time to remind yourself of your goals for recruitment and leadership/x pipeline to check if you are marketing to the right people you want! If your LC is running themes/pboxes or Projects then use these as sellers to target students interested in these areas - this is also a great idea for Short Term EPs you are recruiting for a specific project like Bridging the Gap, ASK or Country to Country Partnerships 8

9 Brand all messages (talk to the Communications team to ensure brand alignment) Up to date website, posters, brochures, mass s, campus publications, external website postings etc. Here are the guidelines: Global Brand Wiki Marketing activities: - Lecture presentations/ information sessions - Global Village with presentation - Articles in campus publications - Mail lists through the faculty - Using Web 2.0 (Facebook, Twitter, Youtube) - Be creative, check these GCPs: Hong Kong Australia s Lecture Bash Scripts what to say during a lecture presentation Spain s teaser Campaign Results: Clear and consistent brand message getting through to students Students aware of the opportunities within AIESEC (including themed/pbox issues your LC is working on) Building a sustainable X and Leadership pipeline for your LC to reach its goals A good use of resources and effort towards Induction and Selection 3. Talent Selection Talent Selection is the 5 th step of the 6-step Attracting Talents and Bringing them into the Organization Process. 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 LC s needs (based on the Talent Plan and keeping in mind whether those recruited meet the competencies your LC needs to be successful). Sometimes we do pre-selection, this is like screening people that apply to AIESEC before we spent the resources inducting them Otherwise, you can induct people and then once they have the basic knowledge about AIESEC, it s values and The Way We Do It etc we can select them. It s not about selecting the best people but the best people for AIESEC and your LC currently. It s about matching the needs of the organization with the newies skills and preferences. If you are able to select the right people and allocate them well you will not only drive more results, but also better retention. Check the picture below. 9

10 Talent Selection should be done considering the Global Competency Model to ensure that if you need members with for example a high level of Communication Skills then you are ensuring through your selection process to put an emphasis on this competency to ensure those selected meet your needs. We implement Competency Based Selection because: It is easier for us to assess the student more objectively and precisely It helps us track member development from the very beginning as we know what competencies they possess when they are recruited It lets us make the connection between personal and organizational goals It makes it easier to identify the attributes of the candidates and see if our opportunities match them Talent Selection can be done by interviews and group dynamics sessions/assessment centre. For more resources on how to conduct interviews to select the right members, how to develop and run group dynamics sessions to see how members work and interact in team situations see: Role of the group activity and an example group activity For GCPs on Talent Selection interviews see: Portugal Bahrain s Competency Based Selection Tool Poland s Great Guide Talent Selection Colombia Competency Based Questions External Site Things to consider when conducting interviews and assessment centres: Are the questions I m asking going to get me the answers I need? Am I asking questions that will allow the student to show their competencies and skills? Ie - Describe a situation where you have been challenged and how did you overcome this? vs What are you like with challenges? Try not to be intimidating, make the candidate feel comfortable, they will open up and you will find out more about them Always take the time to give feedback if requested and contact each candidate personally about their result 10

11 Try not to intervene in Assessment Centres, let the group figure things out on their own - remember you are assessing their competencies and skills especially how they interact in a group as AIESEC is all about team work! Find an external partner that can support the selection process and give you key tips how to run selection Main driver: VP Talent Management Results: The members you select are the right profile needed for your team and display competencies you need Improve new members self commitment to the organization & activities Introduce newies to the current roles and positions available in the LC Set the right expectations right at the beginning for everyone Selecting the right people contributes a long way towards success of your LC - so take your time and prepare well! 4. Talent Induction The 4 th and most important element in a successful Attracting Talents and Bringing them Into the Organization process! 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. There are four elements creating the framework for Induction: 1. Getting to know what AIESEC is 2. Challenging Your World View (opening newies eyes to the problems/issues in the world) 3. Personal Goal Setting (understanding yourself is the key to being productive in your role and creating a road map of what you want to get from AIESEC and how it contributes to your personal development as well as allowing you to further develop towards a career choice) 4. Joining the AIESEC network Induction is a key process in the Introduction to AIESEC stage of Why? Providing basic information about AIESEC Supporting new members to being exploring and discovering their leadership potential as well as their own role in the world Helping new members understand the specific opportunities offered Motivating newies to take on responsibility and move forward in AIESEC Which part is Talent Induction? The time after an individual decides to take part in AIESEC (after Recruitment) and before they are allocated. Usually there is a pre-selection into AIESEC after Recruitment and before Induction to ensure we are spending our efforts effectively. It should last between 2 and 6 weeks. 11

12 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 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 Use the PPT here: 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 based on Projects you are running like ASK or Bridging the Gap as well as Country to Country X partnerships. All newies must submit an application for AIESEC!!! This is a REQUIREMENT and needs to be communicated from the beginning of involvement in AIESEC! You can do online applications too: I ve found Zoho creator to be quite good for this, For an example application see: And a note on Issue Based Induction: Issue based Induction is not different from any other induction process. The unique quality is that it is connected to the issues your LC is currently working on. It allows members to understand the importance of our place in the world, the issues we are concerned about and why AIESEC is working with these issues. Check this link out: And some ideas for easier induction: (from the Wiki Buddy system Have an experienced member buddied up with a newie or two, this way they share their learning, develop themselves and the newies have someone to chat to - it improves the retention rate significantly Coaching - Learning by Doing Give basic induction in the first week - then start setting tasks for the newies to complete and provide an experienced member to coach them through the task. OC structure By having an OC working on Recruitment and Induction this relieves the stress on the TM and Communications teams, so they can continue their day-to-day work with 12

13 learning and other tasks. This also provides a short-term leadership role in the LC and a great stepping-stone for members considering a LR position in the next term. 5. Talent Goal Setting & Orientation If you re not following your heart you re living someone else s dream Lyn Christian What is Talent Goal Setting? Talent goal setting is all about having members set their goals in their personal lives and in AIESEC and have them relate the two. They not only set goals but also review these goals on a regular basis to ensure that members are constantly aware of their progress towards achieving their goals (tracking). The members set their personal goals and their goals in AIESEC and, with the help of a facilitator (EB member), will come to the realization that AIESEC can help them achieve their personal goals. To see a very good package that does this see: Now with the Competency Assessment Tool we can easily identify what areas we need to work on in terms of Competency Development and set our goals. Once you have generated a competency report you are easily able to see your development options and suggestions for this development. Also through there is a goal setting function. Myaiesec.net > Profile > My Development > Personal Goals. Remember that goals are often based on personal views of things, which relate to a person s values. So in order to define these, we may first need to consider values. Here is a very good document that does so: 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 of their current values and skills as well of their development areas Members are more motivated to achieve their goals and have a clear plan Creates synergy between personal and organizational goals LC members goals are the basis for all learning events of the LC For AIESEC International s comprehensive guide for Talent Goal Setting see: There are sooo many goal setting resources on and elsewhere, here are some of my favorites: Matthias Lehman s (TMU Chair 0708) Wonderful Guide Serbia s Self Discovery Tool 13

14 Egypt s Tool Australia Brazil s TMU Guide And Puerto Rico s awesome Wiki 6. Talent Allocation This is the strategic process where the VP TM along with the entire EB makes sure that every new member is allocated into a role and that it matches their expectations and interests for joining AIESEC as well as the Talent needs of the LC. It is based on the Talent Plan which feeds into Talent Promotion and Talent Selection and ensures that members have a job where they can use their best skills and where they can develop as they wish. Here you can start to bring in the Competency Assessment Tool as well as the Global Competency Model to see the competencies they have and need to develop when allocating them into a Taking Responsibility Role. What you must do: Have interviews with all the candidates/members to be allocated see this for an example: Consider their preferences and skills as well as LC needs Get together with the EB and look at all the members you have decided to allocate as well as looking at the structure of the LC and the Talent Plan Talk the process through with the people who interviewed the new members and ask them their personal opinion Take the tough decision to allocate and consider allocating people into their 2nd preference. Discuss it with the member and point out the relevant points and why you would consider them for a different position After allocation is done, take the time to personally inform all candidates of the decision, whether or not they have been allocated and consider that they may also ask for points of feedback or for improvement. This is a difficult task but will develop your HR skills in the process! 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 14

15 Brazil s great Wiki on Talent Allocation Columbia s Talent Allocation Guide Bahrain s Competency Based Allocation Guide and Tool and Australia s Talent Allocation Wiki Portugal s PPT Main driver: VP Talent Management It starts with considering questions like (based on the Talent Plan):? 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 7. Talent Training & Education This process increases the skills and knowledge of our members through a mix of theoretical and experience based learning. The EB contributes to the learning of members as they train members on-the-job for their role in the functional team. Why do we use theoretical and experience based learning? It has been proven that 70% of what is learnt is learnt on the job, 20% is learned through coaching and feedback and only 10% in formal learning. So, if you want your members to learn fast, give them some basic knowledge, coach them along the way and let them do it themselves! This doesn t mean you have to just give one training per semester and let people work, it means that when your members have received a training, they need to have opportunities to test what they are learning. Main driver: VP Talent Management Why have Training and Education? Increase retention rate of newly recruited members How does this work? Well, if members get the skills they want and need through training and education in the LC, they are more motivated to perform their role, they understand what they are doing and how to do it. Thus they are happier in their role, they will perform more and understand how their involvement in AIESEC develops them as people and leaders and will remain in AIESEC longer! Increase members knowledge so that they can perform Deliver on promises to provide opportunities for members to gain knowledge, skills and competencies in AIESEC It s all about what AIESEC offers - the opportunity to explore and develop leadership potential - by providing development opportunities through training and education we actively contribute to the development of our members skills 15

16 and competencies producing more Change Agents leaving AIESEC having a positive impact on society Further more if you engage externals for relevant training sessions: presentation skills, selling skills, networking, effective communication, working with a team and project management etc members will receive high quality training that will equip them with the skills needed to perform their roles and we get externals involved in the LC more! So first: How do we provide training and education in the LC? Many countries create a Member Education Cycle based on the Global Competency Model What is the Global Competency Model (GCM)? The Global Competency model is a model which explains 11 competencies that are important for members to develop during their AIESEC Experience. Competencies aren t knowledge, They are attitudes, behaviors motives or other personal characteristics that are essential to perform a role, or more importantly improve the performance and personal development from superior to solid The GCM serves two purposes for AIESEC: 1. It is a development tool It helps drive self-driven learning in our membership 2. It is a management tool It helps manage training, learning and performance of our membership The 11 competencies have been developed as part of the framework for creating agents of positive change AIESEC s 2010 vision. The four characteristics of agents of positive change are: 2. Culturally Sensitive 3. Entrepreneurial 4. Socially Responsible 5. Active Learner To remember these easily think ALSEC (similar to AIESEC!) Active Learner, Socially Responsible, Entrepreneurial and Culturally Sensitive The 11 competencies in the GCM are categorized either into critical competencies or supporting competencies for each characteristic of an agent of positive change. A critical competency is required to develop a certain Change Agent Characteristic and do not overlap between the 4 Characteristics whereas supporting competencies help the development of a Characteristic and contribute to the development of more than one Characteristic. 16

17 The 11 competencies are: Self Awareness Personal Effectiveness Resilience Awareness of Others Inclusiveness Effective Communication Developing Others Stakeholder Focus Flexible Thinking Innovation Commitment to Results For a more detailed view on the GCM see: and how to integrate it into your TM Processes Two great Wikis explaining the GCM and Perhaps it is easier for some to look at this graphically :) And: What is a Member Education Cycle (MEC)? A MEC is a structured set of learning events that are provided to members during their AIESEC Experience. It involves an understanding of what kind of education the members need at what point of their time in AIESEC. For a PPT description of the MEC and how it ties in with a Structured Learning Process (SLP) see: The TM team looks at needs and competencies of the member base each semester and is open to input from all members. They then evaluate these needs and decide on events and sessions that can be run to ensure that the semester is productive and provides some events to equip the LC with the skills, behaviors and competencies to develop through their AIESEC Experience. Where needed, contact external parties to help run events to better equip our members with that skill set. 17

18 When you have a partnership with an external (or company representative) for these learning events this is then called a Learning Based Partnership. If you wish to learn more about setting up LBPs and the benefits for both AIESEC and the person/company then see this guide and proposal: and The role of the GCM and Performance Assessments: The Global Competency Model and Performance Assessments are critical inputs for designing the Education and Training Cycle in AIESEC on a Local Committee level and on a national level. At the LC level you can run trainings, sessions, workshops and involve external guests to provide their expertise. On the national and international level AIESEC runs over 450 conferences each year aimed at connecting members, improving knowledge an developing leaders as well as challenging our mindset. Hint: consider the following before building a MEC: When do your members change stages of - ie when do they need what knowledge? Base the sessions you run on the output from Performance Assessments, use the PA s as a tool to discover which skills and competencies your members still need to build and then use the MEC to deliver these strategic sessions. What is the kind of experience they will have gone through in their own learning during the MEC (and hence when would you put certain sessions) Which elements of the Global Learning Environment can you use to provide these trainings? 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. Ed note: I remember once running a really effective time management training session 2 weeks before exams, our members were just about to start studying for exams and found the timing of the session in the MEC absolutely perfect to help them allocate their time efficiently and study the most effectively for their exams...what could you do like this? After you have an idea of how your MEC will look consider: What results do we want from these trainings? What level of attendance do we measure as successful? How have members developed as a result and how have their competencies been developed? Here is where the Global Competency Model, Performance Assessments and Competency Assessment Tool come in! You can use PAs, CAT and GCM to consider what skills and knowledge members need as well as using them each 3 months in the LC to see how the competencies of your members are developing during the course of the MEC. For a great document that considers how Performance Assessments can be used strategically to provide relevant and timely learning sessions for members see: 18

19 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. Here is a simple tool to use for coaching: Reality what is the reality that the Coachee faces? What are their current problems? If you ask them what this is and then wait till they ve finished talking and then say, From what I understand, you face the current situation,, right? If they say yes, then you can move on to the next stage. Objectives ask the Coachee what they want to achieve to change their reality. Again follow with the question, So from what I understand, you want to achieve,.., right? If they say yes, then you can move on to the next stage. Solutions ask the Coachee what solutions they can think of to meet these objectives. Again follow with the question, So to achieve your objectives you have come up with,. Solutions, right? If they say yes, then you can move on to the next stage. You get the idea :P Action Plan now for the action plan. What actions, big and small can the Coachee take to reach their solutions. In this model, ROSA, you only ask questions, the Coach doesn t provide advice and yes, it does work! If you re coaching someone who is self aware and knows their own strengths and weaknesses they will often come up with the solutions themselves, people just need to talk things through! 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. A mentor is usually someone who has done what the mentee wants to do or achieve in the future. A mentor can be someone from the profession the mentee wants to get into in the future and someone the mentee looks up to. 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. 19

20 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 Unit s Talent Coaching Campaign see: and their very good guide see: And for AIESEC Romania s 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: Main driver: VP Talent Management What to do? Trainings about the system and how it works Discussions about the benefits and the importance of implementing such a system in the LC Offer educational support and info evenings Facilitate Selection and Matching of coach and coachee (if internal) 9. Talent Tracking and Pipeline Management What is Talent Tracking? Talent tracking is a process that tracks members through their AIESEC XP, it looks at the competencies, skills and behaviors that members have developed and the opportunities they have had in each stage as well as their path through AIESEC. This means, a Performance Appraisal/Assessment and the Competency Assessment Tool can be used for Talent Tracking in terms of assessing competencies, skills and behaviors. *Only online till 31 December 2009* What is the Competency Assessment Tool? It is an online Performance Assessment that can be done by every member. You assess your competencies online through a survey and it suggests to you which competencies need further developing and which you are developing well. You can also get other members such as your Team Leader or EB to contribute to your assessment, thus providing a 360 degree view of how you are developing within AIESEC. After you and your peers fill this out, it provides a detailed report of your profile, gaps in perception and a personalized development plan for you. You are recommended to redo this assessment every time you move stage in change roles or every 3-6 months to continue to know yourself and challenge yourself further within AIESEC. For a WIKI that explains all this and how to use it see: Talent Tracking can also be used to follow members through their AIESEC XP, therefore identifying further opportunities for personal and professional development as well as a good input for the Talent Plan and Talent Pipeline and the Member Education 20

21 Cycle. As you can see the Performance Assessment and use of the CAT provides inputs into the MEC and also information on how our members will move through the AIESEC Experience, in this way it provides useful information and data on managing the Talent Pipeline and hence how the Talent Plan will need to look like for future Talent requirements (ie it is all an input to RISA!!!) What is Talent Pipeline Management? It is the practice of managing the flows of people between different positions in the LC. The goal of Talent Pipeline Management is to make sure we have the right people in the right roles (efficient allocation) at the right time (effective flow). For a good understanding of what Talent Pipeline Management is see the TMU campaign and for a PPT see: Understanding members What do they need?! What are their next steps? How can we prepare them for that? Talent Pipeline Management Talent Tracking Essentially, the Talent Pipeline is the further use of the Talent Plan to see where the members come from in the organization and where they will go in the future ie from and into which roles/stages of The TM team takes input from the Talent Plan, looks at the possible positions available in the coming months/year, consults with the EB to identify their talent needs and creates a recruitment and promotion plan based on this input. And you can probably see that the Global Competency Model comes into play here as you will need to assess competencies and skills required of members moving into certain roles against the members you have. (This could then be used to do another recruitment based on these needs, here you see how all the processes of Talent Management are interlinked). This results in a plan that shows: the talents that will be needed, when they will be needed and in what team they will be needed. It will depend on the goals and strategies of the LC. If you know where your members are in the Pipeline and in the past where they have been and identify trends in the flow of members through the AIESEC Experience you can identify possible bottlenecks (ie many members enter the TR stage of but not many then pass to X or LR) and come up with possible solutions to increase the flow of members through the pipeline more efficiently. The reasons your members get stuck in a stage in the Talent Pipeline could be because of reasons such as: Having people of the wrong profile in the LC/role Wrong recruitment messages (ie those that don t increase motivation for leadership roles or exchange Lack of strategic and structured training to help members develop their leadership and team competencies and skills to move into LR positions 21

22 For great Wikis from Australia on Talent Pipeline Management see: Talent Tracking: Talent Review: Identifying Bottlenecks in your LC/Country: The Talent Pipeline, when implemented in conjunction with Talent Tracking, will make sure that members personal and professional goals and interests are met by the activities that the LC is running. This will be easily met if there is a MEC in place that has been created based on the needs and wants of the LC members and the output of the Performance Assessments. For a session outline for conferences see: For a Talent Pipeline tracking document see: and Benefits of Talent Pipeline Management: Identify bottlenecks and talent leaks in advance that could stop you from achieving your objectives You are able to make decisions to increase the capacity of your LC to achieve its results and more and identify Leadership pipeline bottlenecks and resolve them by creating external opportunities (recruiting more members) Make sure results are sustainable by making sure there are always talents in the pipeline for the next positions that will be available Identify and develop current members that are displaying leadership potential early and coach them for future LR opportunities, ensuring you have a competent and full EB at the start of the term! Understand what activities (MEC) need to be done now in order to achieve results in the future (in terms of LR potential management and placement) Main driver: VP Talent Management What to do? Ensure Talent Reviews and Tracking is 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 the 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 Run another Recruitment to recruit the needed skills and competencies to ensure a good Talent Pipeline for the remainder of the term and the next term 10. Succession Planning and Transition The Importance of Succession Planning Succession planning ensures that you have the people to continue your good work and drive AIESEC further towards reaching its goal of Succession planning requires the EB to look at the Talent Pipeline together to determine where people might be headed in their AIESEC XP and identify people who show leadership qualities, the passion, desire and motivation to move on to a leadership role. These people must be 22

23 approached early to encourage and begin to train them to be ready fro the next leadership opportunity. This early identification process ensures a sustainable LC for the following year and will lead into a good Talent Plan for the next year that meets the strategic needs of the LC. The TMU has a great campaign on Success Planning. Basically it tells you 4 things: 5. Identify the positions available, their role descriptions and competencies needed 6. Review your members who might be capable of fulfilling the role 7. Empower the people that deserve the role and become a mentor to them! 8. Develop the candidates so that they are ready to step into the role once it is available, use a Performance Appraisal and the Competency Assessment Tool to identify their development goals Check it out: as well as the Job Description Template from AIESEC Portugal: and a PPT from Finland here: (this one is based on the Australia Tracking Wiki This is a great XLS I found from AIESEC Estonia (it goes through everything from Talent Review and Fast Track and Succession Planning to Recruitment needs Main driver: VP Talent Management What to do? EB needs to identify and approach members to apply for EB positions EB needs to look at their Talent Planning documents and identify people who want to and can stay in the LC for leadership opportunities EB needs to communicate this timeline and the available positions quite early in the year For a more detailed view on Succession Planning see the TMU s Campaign: and the corresponding document that Serbia created: 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 as minimal loss of knowledge about the function, job description and ongoing tasks as possible and is especially important for the continuity and sustainability of our organization. If there is a substantial loss of knowledge the hard work of the predecessor is wasted and our results and quality of the leadership positions we offer are affected 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. If we don t do transition effectively each year we take two steps forward and one back, so let s change that with effective transition and further drive our organization to more and more successes! For the TMU Transition Campaign see: What to do: LCs need to create a structured plan and agenda for transition 23