people analytics

1. Hacking Talent Management
JNC| AIESEC India

2. what have
w e done so
far?
1
2
3 4 6
5

3. W e took you through backw ard
planning for all programs and
enabled you to create the ideal
recruitment process for AIESEC
in India.

4. this isn’t happening
1. MEMBERS KNOW WHAT TO DO
2. MEMBERS KNOW HOW TO IMPROVE WHAT THEY DO
3. MEMBERS WANT TO DO WHAT THEY NEED TO DO
A part from the
inferences w e
have made - what
does this tell you?

5. so w e addressed point
ONE in backw ard
planning. let’s address
point T WO.
!
2. MEMBERS KNOW HOW TO IMPROVE WHAT THEY DO

6. the question is:
how can w e manage
performance
as an organisation?

7. HAVE YOU FACED THIS BEFORE?
You are trying to rew ard the
best performing member in
their job description - how w ill
you do this as objectively as
possible?
A s per team minimums,
TLP s must give a
monthly feedback chat
to each individual - how
w ill they do this?

8. Seniors
track
lead perform
Team Leaders Team Members

9. Seniors
track
lead perform what is your role in performance
management?
Team Leaders Team Members

10. what are the key initiatives and
processes that w ill drive your
performance and the
performance of others?

11. Output (LCP):
How can an LCP use a VPTM strategically
and track an LCVPTM?
!
• VPTMs should present a monthly report of the
membership in terms of results eg. retention/
productivity and team minimums. This w ill give
inferences to other VP programs about key people
strategies they should be held accountable for.

12. Output (VPTM):
How can a VPTM track themselves?
Key KPIs recognised for an LCVPTM:
• Member Retention Rate - as per recruitment and as
per program
• Productivity Rates for Programs
• % of membership that are performing
• # of applications for higher role
• TMP TLP NPS and Response Rate

13. Output (VP Program):
How can a VP Program use a VPTM?
!
• VPTM to track the performance on a fortnightly/
monthly basis as per the JD or Plan rather than the
w eekly priorities/ to-dos in order to ensure that
the team performance is on track.
• VPTM can then provide inputs to VP Programs about
the real productivity of their teams
• Requires cooperation of the VP Programs
• VP Programs can use monthly reports in EBMs
about membership in terms of key initiatives to drive
TLP/team performance.
Key Question: How can you bring VP s on board w ith you - so that
they w ill fill the trackers etc.?

14. Output (TLP):
How can a TLP use a VPTM?
• VPTM can gather self-evaluation and 360 feedback
to provide monthly feedback concerning
performance/leadership etc. to the TLP s and VP s.
• This data can be gathered through surveys/ personal
chats and group discussion
• key input: ensure you validate data - eg. “TLP says
that my members don’t perform because you gave
me bad members, how ever TMP s say the TLP is not
attending meetings, not giving me feedback” etc.
Key Question: How can you ensure TLP s use the feedback you give
them?

15. Key Considerations for the future:
• How can w e track the performance and development of our members?
• What has been the follow up from the performance vs. potential curve?
P erformance
• w e can track
performance through
fulfilment of the Job
Description
• Requires a
P erformance A ppraisal
Process
P otential:
• W e need a competency
model to track
‘potential’

16. P erformance
Job Description:
!
Once JDs have been made for our membership - ensure that the follow ing process
is follow ed:
!
1. Team Leader takes the Job Description to the member and negotiates the JD
in accordance w ith the individual need
2. W ithin that negotiation the Team Member is able to set targets for a set time
period eg. month/ quarter
3. Team Leader gives monthly feedback (in accordance w ith team minimums) to
the member
4. Every Quarter the team member and team leader separately fills out an
evaluation of their P erformance according to the JD and targets set.
5. Team Member and Team Leader have a meeting to compare the evaluations
and negotiate and come to a conclusion about the performance of the
member, hopefully in a numerical format. eg. 89/100.
6. The meeting also allow s the Team Leader to give specific feedback regarding
how the team member can increase their performance to the desired amount.

17. P otential
Competency Development/ A ssessment
!
Short Term Solution
1. Use the competency assessment tool on my@.net - every quarter TMP and
TLP fill a self evaluation and invite their team members/ team leaders to fill a
360 evaluation.
Long Term Solution
1. Devise competency assessment tool from the National Level based on the Inner
and Outer Journey framew ork.

18. NOW, w e’ve
talked alot.
but what are you
going to do about it?
*check out the 90 Day Challenge