AIESEC Singapore | Talent Management Summit (Oct 2013)

1. Talent Management Summit | Oct 2013
“The Talent Capacity Revolution”
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2. Welcome!
Let’s get to know each other
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3. Activity 1
 Grab a Post-it and pen each
 In your Post-it, write the following:
• Nickname
• LC
• Academic Discipline
• 1 word to describe yourself/fun fact
• Expectation/reason to be here today
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4. Agenda
Role of Talent
Management
The Talent
Capacity Model
The Impact
Model
Talent Flow
Assessment of
Current
Practices
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Capacity and
Learning &
Development
Talent Capacity
Revolution
The Next 100
Days

5. Expectations
Old school
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Why not?
Be your
own man
Make it
happen

6. Role of Talent Management
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7. What’s Talent Management?
“The science of using strategic HR to improve
business value and to make it possible for
companies and organizations to reach their
goals”
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8. What’s Talent Management?
“The science of using strategic HR to improve
business value and to make it possible for
companies and organizations to reach their
goals”
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9. What’s Talent Management in
AIESEC?
“The process of managing and developing
Talent Capacity to enable the creation of
meaningful leadership through Exchange ”
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10. AIESEC’s Impact Model
What We Envision: Peace & Fulfillment of Human Kind’s
Potential
AIESEC 2015 MoS
Our Impact Model
Develop Change Agents by providing Experiential
Leadership Development
Our Impact Model Opportunities for Young
People
Develop Leadership by providing Experiential
Leadership Development Opportunities for Young
People
BHAG: Our Aspiration in the Market to push us
forward
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Engage and Develop Every Young Person in the World

11. AIESEC’s Impact Model – Fundamental
Solution
Leadership & Young Peo
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12. Our Leadership Development
Model
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13. Our Leadership Development
Model
Leadership in
every TMP and
TLP (MEP)
experience
AIESEC’s volunteering model allows us to
develop the kind of leadership needed
through creating experiences for others
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14. People make organization
Transforming people will transform our
organization
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15. What do we know of our people and
processes thus far?
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16. Talent Management Processes
Talent Planning
Talent Marketing
Selection &
Allocation
Talent Induction
System
Administration
Talent
Development
Tracking &
Performance
Appraisal
Reward &
Recognition
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17. Talent Management Processes
Talent Planning
Talent Marketing
Pre-recruitment Stage | 1 week
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Selection &
Allocation
Talent Induction
Recruitment Stage | 4 weeks

18. Talent Management Processes
Post-recruitment | 8 weeks
System
Administration
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Talent
Development
Tracking &
Performance
Appraisal
End-term | 1 week
Reward &
Recognition

19. Overview of Talent Management
“The process of managing and developing Talent Capacity (TC) to enable the creation of
meaningful leadership through Exchange (X) ”
Managing TC Processes
Developing TC Processes
Creating meaningful
Leadership through X
Recruitment, Induction
, Assessment, Recogn
ition
Training, Education,
Development, KSA
Structure, Culture,
Exchange Programs
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20. The Talent Capacity Model
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21. Talent Flow
LC Performance & Achievements | Team Experience | Members’
Needs
Organizational Flow
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Team
Flow
Individual Flow

22. Talent Flow
Organizational Flow
Team
Flow
Individual Flow
AAIESEC 2015 & Impact Model | Team Projects & Gaps | Specific
Recruitment
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23. Why does Talent Flow matters?
LC Performance & Achievements | Team Experience | Members’
Needs
Organizational Flow
Team
Flow
Individual Flow
AAIESEC 2015 & Impact Model | Team Projects & Gaps | Specific
Recruitment
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24. Why does Talent Flow matters?
It affects our developmental strategies and
management focus
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25. Talent Capacity Limit
 In 12-13, we had 451 members in total (largest LC: 165, smallest
LC: 69)
 Highest number of exchange delivered by an LC was 150 (lowest
was 18)
 Largest team was 22 members (smallest was 4)
 An average member will take up 2 team experiences in a year (team
member and/or leader)
 Only 14% of the membership end up running for a leadership
position in their second year
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 Only

26. Why does Talent Flow matters?
Organizational Flow
Team
Flow
Individual Flow
AAIESEC 2015 & Impact Model | Team Projects & Gaps | Specific
Recruitment
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27. Why does Talent Flow matters?
LC Performance & Achievements | Team Experience | Members’
Needs
Organizational Flow
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Team
Flow
Individual Flow

28. Talent Capacity Model
By focusing TM’s contribution
to the team development
stage, we are better able to
manage the individual
development & organizational
goals subsequently
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29. Application of Talent Capacity
Model
Organizational Flow
Team
Flow
Individual Flow
Managing TC
Processes
Developing TC
Processes
Creating meaningful
Leadership through
X
Recruitment, In
duction, Assess
ment, Recogniti
on
Training, Educa
tion, Developm
ent, KSA
Structure, Cultu
re, Exchange
Programs

Smallest LC (64 members) with exchange results of 18

Diagnosis:
•
Low participation in Explore!
•
Large number of teams/department projects do not contribute to organizational goal
•
Members were neither able or motivated to sell GIPi
•
Members recruited weren’t convinced with organizational direction
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30. Application of Talent Capacity
Model
Managing TC Processes
Recruitment, Induction,
Assessment, Recogniti
on
Creating meaningful
Leadership through X
Structure, Culture,
Exchange Programs
Developing TC Processes
Training, Education, D
evelopment, KSA
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31. Activity 2
Managing TC Processes
Recruitment, Induction,
Assessment,
Recognition
In your own respective LCs, map out the
current state of our LC’s Talent Capacity
Model
Observations |
Critiques |
Improvements |
Unknown
Creating meaningful
Leadership through X
Structure, Culture, Exch
ange Programs
Developing TC Processes
Training, Education, D
evelopment, KSA
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32. Talent Capacity Revolution
The Next 100 Days
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33. How will Talent Management in
AIESEC look like?
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34. Initiatives Launch
Day 1 – 20
• Capacity: MEP 2.0 working
group formation
• L&D: Education Cycle Creation
Day 41 – 70
• Integration and alignment to
current processes
• Education
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Day 21 – 40
• Output creation
• Pilot launch at LCs
Day 71 – 100
• Tracking and measurement
• Recognition