1. Indonesia
TALENT MANAGEMENT

2. check in

4. how have you
educated this?

5. what have
you achieved per
step?

6. REFLECTION

7. What is your role as
Vice President Talent
Management?

8. What is your role as
Vice President Talent
Management?
Manager
Talent
ProcessesLeader
EB
Member
Human
Resource
Strategist
Learning and
Development
TMP/TLP

9. Are you balancing
being a leader,
manager and
AIESECer?

10. SITUATIONAL
LEADERSHIP

11. SITUATIONAL LEADERSHIP
Developing your
members over a period
of time to reach the
highest level of
performance and
development Commitment
Competency
Diagnosis
Flexibility
Partnership
Development
Level
Self-Reliant
Achiever (D4)
Capable but
Cautious Achiever
(D3)
Disillusioned
Learner (D2)
Enthusiastic
Beginner (D1)
High Competence
High Commitment
Moderate - High
Competence
Variable Commitment
Low - some
competence
Low Commitment
Low Competence
High Commitment

12. SITUATIONAL LEADERSHIP
Diagnosis
1. You need to have the
ability and courage to look
at the situation and the
individual and accurately
and honestly assess their
development needs and
adjust your leadership
style to their needs
2. Assessing
development level is
not about giving a
rating, it’s about adjust
leadership style and
implementing action
3. Reach agreement
about development
stage and what is
the leadership style
needed from you to
reach the
development and
organisational goals

13. SITUATIONAL LEADERSHIP
Diagnosis
Self-Reliant
Achiever (D4)
Capable but
Cautious Achiever
(D3)
Disillusioned
Learner (D2)
Enthusiastic
Beginner (D1)
This individual is
confident, inspired,
can inspire others, an
expert, self-assured,
accomplished and
proactive.
Self-critical, doubtful,
capable, makes a
productive
contribution, insecure,
generally self-driven
but needs continuous
challenges and
opportunities to stay
motivated
Discouraged,
overwhelmed,
confused, needs
assurance that
mistakes are part of
the learning process,
unreliable,
inconsistent, flashes
of competence but
needs more
development and
knowledge
Inexperienced, Eager
to learn, willing to take
direction, excited and
optimistic, can make
mistakes, not aware of
what they don’t know
but need to know.

14. SITUATIONAL LEADERSHIP
Diagnosis
Questions you can ask yourself about your members:
1. What is the goal/task they are currently undertaking
2. How strong are your members skills for this task?
3. How advanced are your member’s transferable skills
(eg. communication skills)
4. How inspired/enthusiastic/motivated is your member?
5. How confident/ self-assured is this individual?

15. SITUATIONAL LEADERSHIP
D1 NEEDS OF D-1
1. Recognition of enthusiasm
2. Defining clear goals with timeline
3. Standards for what a good job looks like
4. Constantly learning new skills
5. Frequent feedback
6. Solutions to problems and challenges they
face

16. SITUATIONAL LEADERSHIP
D2 NEEDS OF D-2
1.Clear Goals
2. Praise for making progress
3. Frequent Feedback
4. Coaching to build and refine skills
5. Constant reaffirmation of clarity of why for each
task/activity
6. Tips/tricks about how to do tasks more
effectively

17. SITUATIONAL LEADERSHIP
D3 NEEDS OF D-3
1. An approachable mentor or coach
2. A kickstart to overcoming procrastination
3. Support to develop self-reliant problem solving
skills
4. Constant encouragement to develop confidence
within themselves

18. SITUATIONAL LEADERSHIP
D4 NEEDS OF D-4
1. Variety and Challenges
2. Leadership Style: mentoring rather than manager
3. Authority and Responsibility
4. Trust
5. Opportunities to share knowledge and ideas

19. SITUATIONAL LEADERSHIP
Flexibility
FOR NEXT TIME
Partnership

20. JANUARY

21. Focus 1
Talent Review and Follow Up (DDL 14/01):
1. Follow up from Talent Review
2. Restructure/Learning and Development/ Recruitment
Focus 2
Learning and Development:
1. Finalize LECs for Q3/Q4
2. Restructure/Learning and Development/ Recruitment
Focus 3
Focus 4
GCDP1. EP and Intern LEAD: Planning & Buddy
2. oGCDP Summer & Off-Peak Structures, Exchange Fair Structures, iGCDP
National Project, Summer AdHoc and Local project structures
GIP:
1. Sales Development Program: Recruitment/ TMP Assessment & Tracking
2. Structures for iGIP and oGIP

22. GCDP

23. Focus
INTERN LEAD
EP LEAD WIKI
http://www.myaiesec.net/
content/viewwiki.do?
contentid=10288851
INTERN BUDDY GUIDE
http://www.myaiesec.net/
content/viewwiki.do?
contentid=10288851
EP LEAD PLANNING

24. EP LEAD PLANNING
HAVE YOU MADE ONE YET?
WHO IS RESPONSIBLE?
WHAT ARE THE KPIs?
HOW IS iGCDP AND TM SNERGY?

25. INTERN BUDDY

26. Why is this
important?

27. INTERN
BUDDY
is the person responsible for
enabling intern’s inner journey.
Without this individual there is no
way for AIESEC to ensure, deliver
and measure that interns are
living a challenging and
purposeful experience.
INTERN BUDDY GUIDE

28. Personal Value:
Organisation
Value:
Market Value:
To achieve fulfillment of humankind’s
potential through higher quality
experiences by fulfilling the inner and
outer journey of leadership for interns
with a role responsible for developing
and tracking leadership development of
interns
a) Intern: Interns are promised a leadership
development experience. The Intern Buddy
will ensure this development
b) TN taker: To develop and enable Interns
to fulfill their JD to their best ability
c) Indonesia: Provide better interns to make
impact for Indonesia
Enable TMP to understand the
relevance of GCDP and exchange to
AIESEC.
Allow members to live a leadership
experience where they are in charge of
the development of others.
INTERN BUDDY GUIDE

29. Intern Buddy Objectives
1
2
3
A bridge between the intern, leadership development and AIESEC:
a) He/she needs to assist the intern and makes sure that the intern feels free to discuss
any problems or difficulties he might be facing.
b) He/she needs to ensure that interns are fulfilling the inner journey of their leadership
experience.
Quality Control:
a) He/she ensures and tracks that the intern has a quality experience.
b) Consistent and efficient interaction between interns and AIESEC members
A friendly face to introduce Indonesia:
a) He/she shows the intern the Indonesia culture, mentality, everyday life and tradition.
b) Helps interns to adjust and integrate themselves easier and faster in the new
environment
c) Facilitates direct relationship for the interns to communicate their needs

30. Profile/
Application/
Campaign
Pickup and
Settling
Education/
Induction
Recruitment/
Selection
End-term
evaluation
Inner Journey
Tracking
(PDP)
Introduction/
Expectation
Setting
Start-XP
Evaluation
Mid-term
Evaluation
Farewell &
Recognition
Showcasing
Impact
Intern Buddy Process
Inner
Journey
Tracking

31. LEARNING &
DEVELOPMENT: EP LEAD
Inner Journey
supported by AIESEC
TM
OUTER JOURNEY
SUPPORTED BY AIESEC
SERVICE (ACCOM) &
SALES
iGCDP
the incoming exchange intern experience.

32. EP LEAD WIKI

33. Focus iGCDP
National Projects
1. Product packaging will be out next week thus you should
prepare to open an OCP position next week.
2. The important thing to remember is that iGCDP has a strict
timeline - so what can do you now to prepare?
Review structure, leadership pipelining etc.

34. Focus iGCDP
SUMMER PROJECTS & ADHOC
1. Have you opened OCP and OC positions for Summer
Projects?
2. Have you opened MB and TMP positions for Summer
AdHoc?
3. Have you prepared for education of new OCPs, MB and
TMP?

35. Focus oGCDP EXCHANGE FAIR, SUMMER & OFF-
PEAK
1. Have you opened OCP and OC positions for Exchange Fair?
2. Have you opened MB and TMP positions for Summer/Off-
Peak Raising / Matching teams?
3. Have you prepared for education of new OCPs, MB and
TMP?

36. GIP

37. Focus SALES DEVELOPMENT PROGRAM
1. How are you supporting iGIP, iGCDP and BD/ER through
SDP?
2. Local Rewards and Recognition program to motivate sales
members
3. Review Recruitment, current TMP and talent gaps, what is the
local training/tracking TM needs to deliver.

38. TIMELINE

39. Focus STRUCTURES
1
2
Write down my specific iGIP goals: they should be defined per sub-product
and have specific targets (Industry, SME etc.)
Undergo backward planning using your conversion rate to further define
your goals and your sales team structure.
RE
Goal
MA
Goal
RA
Goal
Negotiation
Meeting
Goal
Sales Meeting
Goal
Team/Individual
Cold Calling
Goal
Average
productivity per
sales member
Number of
Sales
Members/
Structure
For suggested iGIP Structures please see:
http://www.myaiesec.net/content/viewfile.do?
contentid=10288560

40. QnA

41. 1
National Talent
Management Survey
2
International Opportunities
for TMP/TLP
3
NEC: Talent Management
Meeting (28/01)
4
National Support Team
Applications
5
TM Jackets