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Strategic talent planning

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Strategic talent planning

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Strategic talent planning guidelines.
How to align your talent strategies and talent timeline towards AIESEC organization operation.
Models adapted from Strategic planning for Dummies

Strategic talent planning guidelines.
How to align your talent strategies and talent timeline towards AIESEC organization operation.
Models adapted from Strategic planning for Dummies

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Strategic talent planning

  1. 1. STRATEGIC TALENT PLANNING GUIDELINE AIESEC in Vietnam 2014-2015
  2. 2. “Failing to plan is planning to fail.”
  3. 3. What will TM be like in three years? Do you have a clear roadmap to get from today to your envisioned tomorrow? Will you be a few steps closer to realizing your vision by next year? No one can predict the future. But if you don’t change anything, the future won’t be any different than the past. It’s odd that some people avoid strategic planning because they consider it complex, costly and time- intensive. In fact, strategic planning should be quick, simple and easily executed. And strategic planning isn’t just something to cross out of your to-do list or an annual retreat. Instead, it should become a culture of strategic thinking and a part of daily decision making.  Reflects the values of the organization  Inspires change and revision in products and target markets  Clearly defines the criteria for achieving success  Assists everyone in daily decision making A GOOD STRATEGIC PLAN ACHIEVE THE FOLLOWING LAYING THE FOUNDATION Clean up the confusion about strategic planning
  4. 4.  Executed through operations that generated value to our customers  Identify clear trade-offs and clarify what not to do  Focus con activities that fit together and reinforce each other.  Drive continual improvement in our organization and move it towards our vision A formalized roadmap that describes how you execute the chosen strategy. A coordinated and systematic process to develop your strategic plan LAYING THE FOUNDATION Clean up the confusion about strategic planning STRATEGY A STRATEGIC PLAN STRATEGIC PLANNING NOT TO OVERSIMPLIFY THE PROCESS, BUT BASICALLY STRATEGIC PLANNING CAN BE BROKEN DOWN INTO 3 AREAS  Where are we now  Where are we going?  How will we get there?
  5. 5. LAYING THE FOUNDATION Why strategic planning impact your growth? BIG PICTURE, LONG- TERM THINKING BE PROACTIVE INSTEAD OF REACTIVE ENSURE ALIGNMENT WITH ORGANIZATIONAL VISION EFFECTIVE ALLOCATION OF RESOURCES (HR, FINANCE) INCREASE MEMBER COMMITMENT AND OWNERSHIP PRIORITIZE ACTIVITIES, IDENTIFY HIGH-GROWTH STRATEGIES
  6. 6. LAYING THE FOUNDATION Assess your “readiness” for strategic planning!  You have complete commitment and support from LCP and EB Team.  You have clarified roles and expectations for all participants in the planning process, including who will contribute to the plan and who will be the decision maker.  You are open to learn about and respond to information collected from internal and external sources so you don’t plan in a vacuum.  You have a planning team comprised of big picture thinkers, action-oriented members.  You are willing to be inclusive and encourage broad participation so that everyone feels ownership of the plan and energized by the process.  Everyone understands the purpose of planning, what it is and is not. You have consensus about the desired outcomes of the planning process.  You are open to looking beyond the status quo to find new ways of doing things, a willingness to ask the hard questions, face difficult choices, and make decisions that are best for our organization  You want our organization to grow.
  7. 7. Ideally, you may want to answer all the questions with a “YES!”. But that may no be possible. Of all the questions, the most important one is… “DO YOU WANT TO GROW?”
  8. 8. LAYING THE FOUNDATION Tips to make things go smoothly DON’T OVERPLAN COMMIT TO YOUR SCHEDULE MAKE EVERYONE FEEL INCLUDED CELEBRATE SUCCESS Sometimes we become too ambitious and overwhelm our team with the amount of work that needs to get done. Double check the one week later with your predecessor to make sure it still makes sense! Set a very specific deadline for when the plan needs to be completed. Additionally, set the schedule for strategic plan review and reporting. Openly communicate who’s involved in which step of the process. Explain how everyone’s inputs is being colicited and how it’s being used! No matter what you do or where you are in strategic planning agenda, end your day on a high note. Do something fun like playing a quick game or go out for bonding. Don’t let it end with everyone feeling overwhelmed and brain dead!
  9. 9. LOOKING BACKWARD TO MOVE FORWARD SIZING UP YOUR CURRENT SITUATION MOVING INTO THE FUTURE CREATING AND MAKING THE MOST OF YOUR PLAN Strategic planning process
  10. 10. LOOKING BACKWARD TO MOVE FORWARD SIZING UP YOUR CURRENT SITUATION MOVING INTO THE FUTURE CREATING AND MAKING THE MOST OF YOUR PLAN STEP #1
  11. 11. LOOKING BACKWARD TO MOVE FORWARD SIZING UP YOUR CURRENT SITUATION MOVING INTO THE FUTURE CREATING AND MAKING THE MOST OF YOUR PLAN Reviewing what happened last year RECOGNIZE WHAT WE ACHIEVED  What goals did we achieve? Why?  What challenges did we overcome? How?  What projects were successful? Why?  What improvement did we make on our operations?  Who joined our team? UNDERSTAND WHY WE FAILED  What lessons did we learn last year?  What decisions would we have changed in the past year?  What goals or projects did we not finish? Why?  What roadblocks do we keep stumbling into? Why?  What challenges did we fail to meet over the past years? Why? TM KPIs EVALUATION TM ANNUAL AUDIT You can access this link to get an example of TM audit from AIESEC in Kolkata
  12. 12. LOOKING BACKWARD TO MOVE FORWARD SIZING UP YOUR CURRENT SITUATION MOVING INTO THE FUTURE CREATING AND MAKING THE MOST OF YOUR PLAN STEP #2
  13. 13. LOOKING BACKWARD TO MOVE FORWARD SIZING UP YOUR CURRENT SITUATION MOVING INTO THE FUTURE CREATING AND MAKING THE MOST OF YOUR PLANSWOT Analysis To move from where you are today to where you want to go, you have to determine your STRATEGIC POSITION, where you stand today. You get an assessment of what’s working, what’s not, the things you need to fix, and the things that can wait.  Strategies and direction  Functional productivity  HR capacity  Pipeline management  Operational processes  Tracking system (infrastructure)  Internal communication channel  Functional knowledge management  Innovation  TM branding  Synergies  Organizational legality  Technologies  Social trends  Markets (TMP/TLP Rec)  Competitors INTERNAL EXTERNAL ABOUT YOU
  14. 14. LOOKING BACKWARD TO MOVE FORWARD SIZING UP YOUR CURRENT SITUATION MOVING INTO THE FUTURE CREATING AND MAKING THE MOST OF YOUR PLANEmbrace your assets HUMAN CAPITAL Having the right people in the right seat How well is your TM function doing at  Recruiting TM members  Developing TM members  Retaining TM members ORGANIZATIONAL CAPITAL Your team culture Imagine your team as a bus, now  How does it feel to be on your bus?  Do your TM members like going on the bus?  Is everyone getting along?  Is someone driving the bus?  What is your team culure look like now? KNOWLEDGE CAPITAL Knowing what you already know “Not-so-fun” fact: Up to 70% of what employee do is nothing more than reinventing what their organization had discovered previously. Don’t waste time figuring out what someone else in the org has disvocered. Information is an tangible asset that can be a significant competitive advantage if you can harness it. WHAT TYPES OFTANGIBLE AND INTANGIBLE ASSETS YOU ARE HAVING??? ABOUT YOU
  15. 15. LOOKING BACKWARD TO MOVE FORWARD SIZING UP YOUR CURRENT SITUATION MOVING INTO THE FUTURE CREATING AND MAKING THE MOST OF YOUR PLANTalent capacity bottlenecks Remember the talent capacity model? DISCUSS IT WITH BOTH OUTGOING AND INCOMING EB FOR BETTER INPUTS! IDENTIFY SPECIFIC TALENT CAPACITY BOTTLENECKS OF EACH FUNCTION/ PROGRAM ENVISION SPECIFIC PROJECTS THAT COULD SOLVE THESE TALENT CAPACITY BOTTLENECKS ABOUT YOUR LC
  16. 16. LOOKING BACKWARD TO MOVE FORWARD SIZING UP YOUR CURRENT SITUATION MOVING INTO THE FUTURE CREATING AND MAKING THE MOST OF YOUR PLAN Seeing TM through members’ eyes Obtaining feedbacks1  What are we doing that’s great? What is working?  What isn’t working and needs improvement?  What else would you like to see from TM? What else could we do to make your AIESEC experience better? SURVEY FOCUS GROUP Satisfaction analysis (NPS)2  What are your top 3 promoter issues?  What are your top 3 detractor issues?  What are top reasons for leaking-outs? NPS RETENTION RATE ABOUT YOUR LC
  17. 17. LOOKING BACKWARD TO MOVE FORWARD SIZING UP YOUR CURRENT SITUATION MOVING INTO THE FUTURE CREATING AND MAKING THE MOST OF YOUR PLAN STEP #3 Recommended to do with flipcharts
  18. 18. LOOKING BACKWARD TO MOVE FORWARD SIZING UP YOUR CURRENT SITUATION MOVING INTO THE FUTURE CREATING AND MAKING THE MOST OF YOUR PLAN Growth: It’s not just for kids anymore IMPROVE TM OPERATIONAL PROCESSES How can you improve your operation and make it more productive? Consider all the inputs you have had and define key projects for your term. Here are 3 key areas to help you center your projects around! LEAVING LEGACIES FOR THE FUTURE  What legacies do you want to leave for the future?  What new services you want to develop for TMP/TLP product? SYNERGIES WITH OTHER FUNCTIONS  What talent capacity bottlenecks need to be solved?  How will the synergies improve exchange results? FUNCTIONAL PROJECTS LEGACY PROJECTS SYNERGY PROJECTS
  19. 19. LOOKING BACKWARD TO MOVE FORWARD SIZING UP YOUR CURRENT SITUATION MOVING INTO THE FUTURE CREATING AND MAKING THE MOST OF YOUR PLAN Establish your strategic priorities EVALUATE ALL YOUR PROJECTS CHOOSING YOUR PRIOIRITIES BALANCING YOUR STRATEGIC PRIORITIES TURNING PROJECTS GOALS AND ACTIONS  Define main deliverables: key tasks to be done in the project  Define key MoS for the project  Remember to be S.M.A.R.T How are you going to allocate your limited resource into each project?  HR  Time  Finance  What’s more urgent?  What’s more important?
  20. 20. LOOKING BACKWARD TO MOVE FORWARD SIZING UP YOUR CURRENT SITUATION MOVING INTO THE FUTURE CREATING AND MAKING THE MOST OF YOUR PLAN STEP #4
  21. 21. Assembling your strategic plan LOOKING BACKWARD TO MOVE FORWARD SIZING UP YOUR CURRENT SITUATION MOVING INTO THE FUTURE CREATING AND MAKING THE MOST OF YOUR PLAN Putting your plan together 1 WHY THIS PART IS SO IMPORTANT?  The strategic direction becomes clear. Without bringing everything together in one document, your plan is just a bunch of different parts. When the parts become whole, you clearlr see how you can reach your vision.  Ideas become action. Up until now, you’ve developed and collected a bunch of great ideas. By formalizing them into a plan, you can develop action plans and assess the financial viability of your choices.  Gaps are identified. With everthing in one place, stand back and evaluate your plan. Does it make sense? Are your goals supporting one another? Have you missed anything? With all the work you have done up to know, it’s time to put everything in one comprehensive document
  22. 22. LOOKING BACKWARD TO MOVE FORWARD SIZING UP YOUR CURRENT SITUATION MOVING INTO THE FUTURE CREATING AND MAKING THE MOST OF YOUR PLAN Putting your plan together
  23. 23. LOOKING BACKWARD TO MOVE FORWARD SIZING UP YOUR CURRENT SITUATION MOVING INTO THE FUTURE CREATING AND MAKING THE MOST OF YOUR PLAN Putting your plan together Evaluate your strategic plan, ensuring your plan make sense!2 STRATEGIC PLAN EVALUATION CHECKLIST  Is your plan aligned with TM strategic role?  Is your plan realistic? Overplanning is a common problem. Consider pushing some deadlines out further than you originally anticipated.  Is your plan integrated? Make sure all the elements of your plan support each other.  Is your plan balanced? Make sure you have a balance between financial, target customer, TM year calendar, TM member workload and learning outcomes.  Is the plan complete? Identify any holes in your plan or potential activities that are not supported  Is the document clear? Make sure your plan is explicit so everyone knows what’s intended
  24. 24. LOOKING BACKWARD TO MOVE FORWARD SIZING UP YOUR CURRENT SITUATION MOVING INTO THE FUTURE CREATING AND MAKING THE MOST OF YOUR PLAN Putting your plan to work COMMUNICATE, COMMUNICATE, COMMUNICATE! HOLDING PEOPLE ACCOUNTABLE TRACKING AND REVIEWING Don’t assume that individuals will automatically buy in to your plan. Getting people involved on the back end of the planning process through feedback meetings! You can also take a step further by sharing the plan with other VPTMs. An open approach can generate more helpful ideas and suggestions to your plan!  Create your own individual plan  Divide members into specific projects. Ensure they have individual plan/ monthly goal setting Every quarter review, evaluate plan implementation by asking these question:  Will the goals be achieved witin the time frame of the plan? If not, why?  Should the deadlines be modified? Why are you behind schedules?  Are the deliverables and MoS still realistics?  Should our focus be changed? If yes, why and how?
  25. 25. LOOKING BACKWARD TO MOVE FORWARD SIZING UP YOUR CURRENT SITUATION MOVING INTO THE FUTURE CREATING AND MAKING THE MOST OF YOUR PLAN Strategic planning process     ALL DONE!
  26. 26. This whole process may seem a little bit complicated at first! BUT TAKE SOME MINUTE TO GO THROUGH THIS OLD TRICKS AGAIN!
  27. 27. HOW DO YOU PUT A GIRAFFE INTO A REFRIGERATOR? Open the refrigerator, put the giraffe in, and close the door! HOW DO YOU PUT AN ELEPHANT INTO A REFRIGERATOR? Open the refrigerator, take out the giraffe, put the elephant in, and close the door! THE LION KING HOLDS AN ANIMAL CONFERENCE. ALL ANIMAL ATTEND EXCEPT ONE. WHICH ANIMAL DOESN’T ATTEND? The elephant! Because it’s in the fridge! THERE’S A RIVER YOU MUST CROSS. BUT IT’S INHABITED BY CROCODILES. HOW DO YOU MANAGE IT? Just swim across! All crocodiles are attending the animal conference, remember?
  28. 28. 90% professionals get all wrong answers Many preschoolers get many right answers DO YOU KNOW
  29. 29. Sometimes we ourselves just over-complicate things!
  30. 30. DO THE THINGS AND YOU SHALL HAVE THE POWER HAPPY PLANNING!

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