All about TM processes

1. TM Process
Get.Develop.Keep.Report.

2. Understand Why:
✓ TM process should be aligned with
Products timeline and redesigned in such a
way that it enables AIESEC’s
membership to drive operations and
achieve 2020;
✓ We need clarification and instructions on
what each TM process is about, when do
they need to happen and how;
✓ Values, Competence, the Global Learning
Environments, AIESEC Hub and LDA need
to be embed into TM process as part of the
2020 Strategy;

3. DISCLAIMER:
✓This TM process checklist is also
applicable for LC. Don’t bother to create a
whole new checklist for your LC as globally,
we’re going to track you fully based on
this checklist as minimum.
✓MC has the role to support (by giving
education and providing the tools
needed) and ensure implementation in
LC level.
✓However if you wanna add on the
checklist based on your entity reality, feel
free to do so.

4. The AIESEC Membership is no longer a product. This impacts
the way we deliver and develop our membership. It opens the
scope for improvements such as:
Recruit the very best young people, to perform more and grow our products. Select
profiles that would be suitable for their job they will deliver, and consider things such
as university, academic background, location according to how the LC can better
capitalise on focus markets. Understand what is the set of functional and managerial
competence members need to better work, and develop our membership accordingly.
Provide the team leaders with management skills and ensure better team experiences.
Have clear rewarding systems, so members perform and be more engaged. Infer from
our membership data and follow up to improve their productivity. Have clear KPIs to
track and report at all points of time.
What
now?

5. 1. GET
This process is the backbone of Talent Management as
it enables us to Get the Right People, at the Right
Place, in the Right Time - hence it ensures AIESEC’s
most important resource, its members, are effectively
contributing to achieving Org. Goals. It consists of:
1. Persona Building
2. Talent Planning
3. Talent Attraction
4. Talent Selection & Allocation
5. Talent Onboarding

6. The Checklist
Persona Building:
1. Match global personas with your entity requirements.
Plug and play, and create the right personas to recruit.*
Talent Planning**:
2. Align your recruitment timeline with the product
timelines to recruit people at the right time.
3. Set your Org. Structure to support your product
strategy, the ideal rate of X/M in each Product, the JDs and
KPIs for all roles.
4. Do your Performance Review, Talent Review and
required follow up (Recognition, Probation, Reallocation) to
define HR gap.
✓
✓
✓
✓
*This process is also applicable for TLs/LCEB/MC (s)election process
**Tool required: HR Control

7. The Checklist
Talent Attraction:
5. Plan your Recruitment Campaign, set your goals for
Attraction (conversion for leads, candidates, members).
6. Plan your Recruitment Goal, Target, Channel and
Message based on your Recruitment Value Proposition.
7. Execute your Campaign and make sure your leads
match the personas you’re targeting.
✓
✓
✓

8. The Checklist
✓
✓
✓
Talent Selection & Allocation*:
8. Train your Recruiters to get an objective
assessment.
9. Base your Selection on AIESEC Values and
Competence.**
10. Select people only for Front Office, and base your
allocation on the Functional Personas.
11. Identify the candidate’s potential to take up Back
Office functions in the future.
12. Give feedback to all rejected and approved
candidates and ensure a good candidate experience.**
✓
✓
*Tool required: Selection & Allocation Tool
**This process is also applicable for TLs/LCEB/MC (s)election process

9. The Checklist
Talent Onboarding:
13. Provide all the organisational, functional, managerial/core
competence (if needed) required to fulfill initial JDs and
understand AIESEC’s big picture.*
14. Make an engagement plan for your new member for the
first 10 days consisting of on-the-job tasks, events, meetings,
LC touchpoints and mentorship program.*
15. Establish your HR Administrative Process such as your
membership database (and track it ongoing).
✓
✓
✓
*This process is also applicable for TLs/LCEB/MC (s)election process

10. 2. DEVELOP
This process ensures that the member is aware of: their
current performance and what should be improved, as
well as what to develop. It creates an ecosystem to
enable them to learn: 70% of learning coming from
practical experience, 20% from peers, and 10% from
formal education. It consists of:
1. Performance Management
2. TL Capacity Building
3. National Education Cycle

11. The Checklist
Performance Management*:
1. Make sure TLs** conduct Personal Development Plan
(PDP) with all members and collect the plans sheet.
2. Make sure TLs** conduct Performance Review meetings
with all members and collect the reports.
3. Have a meeting with all Team Leaders** to calibrate the
Scores from the Performance Review.
4. Compile reports to produce performance review report
to the entity and specific departments.
5. Monitor the entity’s performance monthly and
constantly brainstorm to improve the entity’s productivity.
✓
✓
✓
✓
✓
* Tools required: Performance Development Plan, Talent Review Tool
**Team Leader here means everyone who has team member under them (MCP, MCVP, NST TL, LCP, LCEB, TL, etc)

12. The Checklist
Team Leader Capacity Building:
6. Assess Team Leaders* competence demonstrated in
their performance with their teams and get inferences.
7. Host TL* Capacity Building spaces through GLE based on
the team standards timeline.
National Education Cycle**:
8. Understand operations strategy, needs and timeline, and
identify what are the topics that if the network received
training for, would impact operational results.
9. Embed the competence model into the topics.
10. Assign Global Learning Environments to each training
that will be provided.
11. Make sure the content created is accessible to
everyone in your entity through AIESEC HUB.
✓
✓
✓
✓
✓
✓
*Team Leader here means everyone who has team member under them (MCP, MCVP, NST TL, LCP, LCEB, TL, etc)
**Tool Required: National Education Cycle

13. 3. KEEP
This process is about nurturing and engaging our
talent to perform more, be more satisfied with their
team experience, and have a long-term career plan in
AIESEC. TM’s backlog is to assess and infer from
engagement and potential at all times. It consists of:
1. Rewards and Recognition
2. Engagement Assessment
3. Succession

14. ✓
The Checklist
Rewards and Recognition
1. Create R&R Campaign to drive strategies and incentivize
Performance & AIESEC Values.
2. Have a tracking tool for the R&R Campaign, in order to
have clarity about the members’ progress and results.
Engagement Assessment*
3. Run the assessment according to the specified timeline,
and the team phases (Building, Performing, Closing).
4. Make the REPORT of the Engagement Assessment
(overall for the Entity and per team) with the results, the
inferences taken from the data, and the way forward.
5. Elaborate the Action Plan to work on the membership
engagement and have clear steps for each different case.
✓
✓
✓
* Tools required: Engagement Assessment Survey
✓

15. ✓
The Checklist
Succession:
6. Make the Talent Review* in order to understand how
many members you will have for each position next term or
semester and what are the HR needs for succession.
7. Action Plan for Pipeline Nurturing in order to get more
applicants and fulfill the roles with the best HR you have.
8. Have a Calibration Meeting with all team leaders to align
the criteria and how the members were evaluated for each
team leader and input all informations in the Succession
Assessment Tool.
✓
✓
* Tools required: Talent Review Tool, HR Control

16. 4. REPORT
This process happens across the other TM Processes, as
Reporting must be established to keep track of all TM's
performance indicators. Through reporting we
understand the bottlenecks that TM can work on,
towards ensuring Members achieve their goals.
1. Global Template
2. Monthly Reporting
3. Reporting Process
4. Knowledge Management

17. ✓
The Checklist
* Tools required: Global Reporting Template
Global Template:
1. Follow the Global Template, start tracking it on a
Monthly basis in your entity through the HR Control and
Team Standards Checklist sheets.
2. Follow the Quarterly Report, Engagement Survey and
extra information needed in some months as well.
Monthly Reporting:
3. Establish a monthly routine of reporting on LC and MC
levels, measuring all the performance indicators present on
the Global Template.
Reporting Process:
4. Make the TM Report available and present it to the
plenary locally and nationally on a Quarterly basis.
✓
✓
✓

18. ✓
The Checklist
* Tools required: Global Reporting Template
Knowledge Management:
5. Ensure all TM Reports are stored on a 5 year basis to
ensure knowledge management and accountability to the
next generations.

19. GET DEVELOP KEEP REPORT
Get the right people,
at the right place, in
the right time to drive
Operations and 2020.
Ecosystem to enable
learning: 70%
practical XP, 20%
peers, and 10% formal
education.
Nurture your talent to
be more performing,
more engaged, and
take a career path in
AIESEC.
1. Persona Building
2. Talent Planning
3. Talent Attraction
4. Talent Selection &
Allocation
5. Talent Onboarding
1. Performance
Management
2. TL Capacity
Building
3. National Education
Cycle
1. Rewards and
Recognition
2. Engagement
Assessment
3. Succession
Keep track and find
bottlenecks to work on
in TM, to improve
membership goal
achievement.
1. Global Reporting
2. Monthly Reporting
3. Reporting Process
4. Knowledge
Management