AIESEC Singapore | Talent Management Summit (Oct 2013)
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Transcript of AIESEC Singapore | Talent Management Summit (Oct 2013)
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Talent Management Summit 2013
Talent Management Summit | Oct 2013
“The Talent Capacity Revolution”
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Welcome!Let’s get to know each other
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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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AgendaRole of Talent Management
The Impact Model
Assessment of Current
Practices
The Talent Capacity Model
Talent Flow
Capacity and Learning &
Development
Talent Capacity Revolution
The Next 100 Days
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Expectations
Old school Why not? Be your
own manMake it happen
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Role of Talent Management
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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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Talent Management Summit 2013
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”
![Page 9: AIESEC Singapore | Talent Management Summit (Oct 2013)](https://reader033.fdocuments.net/reader033/viewer/2022051311/5441065db1af9ff34b8b45e8/html5/thumbnails/9.jpg)
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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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AIESEC’s Impact ModelWhat We Envision: Peace & Fulfillment of Human Kind’s Potential
AIESEC 2015 MoS
Our Impact Model Develop Change Agents by providing Experiential Leadership Development Opportunities for Young People
BHAG: Our Aspiration in the Market to push us forwardEngage and Develop Every Young Person in the World
Our Impact Model Develop Leadership by providing Experiential Leadership Development Opportunities for Young People
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AIESEC’s Impact Model – Fundamental Solution
Leadership & Young People
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Our Leadership Development Model
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Our Leadership Development Model
AIESEC’s volunteering model allows us to develop the kind of leadership needed through creating experiences for others
Leadership in every TMP and
TLP (MEP) experience
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People make organizationTransforming people will transform our
organization
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What do we know of our people and processes thus far?
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Talent Management Processes
Talent Planning Talent Marketing Selection & Allocation Talent Induction
System Administration
Talent Development
Tracking & Performance
AppraisalReward &
Recognition
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Talent Management Processes
Talent Planning Talent Marketing Selection & Allocation Talent Induction
Recruitment Stage | 4 weeksPre-recruitment Stage | 1 week
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Talent Management Processes
System Administration
Talent Development
Tracking & Performance
AppraisalReward &
Recognition
Post-recruitment | 8 weeks End-term | 1 week
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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
Recruitment, Induction,
Assessment, Recognition
Developing TC Processes
Training, Education, Development, KSA
Creating meaningful Leadership through X
Structure, Culture, Exchange Programs
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The Talent Capacity Model
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Talent Flow
Organizational Flow Team Flow Individual Flow
LC Performance & Achievements | Team Experience | Members’ Needs
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Talent Flow
Organizational Flow Team Flow Individual Flow
AAIESEC 2015 & Impact Model | Team Projects & Gaps | Specific Recruitment
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Why does Talent Flow matters?
Organizational Flow Team Flow Individual Flow
LC Performance & Achievements | Team Experience | Members’ Needs
AAIESEC 2015 & Impact Model | Team Projects & Gaps | Specific Recruitment
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Why does Talent Flow matters?
It affects our developmental strategies and management focus
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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 Only 45% of the membership is retained for the second year
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Why does Talent Flow matters?
Organizational Flow Team Flow Individual Flow
AAIESEC 2015 & Impact Model | Team Projects & Gaps | Specific Recruitment
![Page 27: AIESEC Singapore | Talent Management Summit (Oct 2013)](https://reader033.fdocuments.net/reader033/viewer/2022051311/5441065db1af9ff34b8b45e8/html5/thumbnails/27.jpg)
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Why does Talent Flow matters?
Organizational Flow Team Flow Individual Flow
LC Performance & Achievements | Team Experience | Members’ Needs
![Page 28: AIESEC Singapore | Talent Management Summit (Oct 2013)](https://reader033.fdocuments.net/reader033/viewer/2022051311/5441065db1af9ff34b8b45e8/html5/thumbnails/28.jpg)
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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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Application of Talent Capacity Model
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
Managing TC Processes
Recruitment, Induction,
Assessment, Recognition
Developing TC Processes
Training, Education,
Development, KSA
Creating meaningful Leadership through XStructure, Culture,
Exchange Programs
Organizational Flow Team Flow Individual Flow
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Application of Talent Capacity Model
Creating meaningful Leadership through X
Structure, Culture, Exchange Programs
Developing TC Processes
Training, Education, Development, KSA
Managing TC Processes
Recruitment, Induction,
Assessment, Recognition
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Activity 2 In your own respective LCs, map out the current state of our LC’s Talent Capacity Model
Creating meaningful Leadership through X
Structure, Culture, Exchange Programs
Developing TC Processes
Training, Education, Development, KSA
Managing TC Processes
Recruitment, Induction,
Assessment, Recognition
Observations | Critiques |
Improvements | Unknown
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Talent Capacity Revolution
The Next 100 Days
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How will Talent Management in AIESEC look like?
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Initiatives LaunchDay 1 – 20
• Capacity: MEP 2.0 working group formation
• L&D: Education Cycle Creation
Day 21 – 40• Output creation
• Pilot launch at LCs
Day 41 – 70• Integration and alignment to
current processes• Education
Day 71 – 100• Tracking and measurement
• Recognition