IndonesiaTALENT MANAGEMENT

check in

how have you educated this?

what have you achieved per

step?

REFLECTION

What is your role as Vice President Talent

Management?

What is your role as Vice President Talent

Management?

ManagerTalent

ProcessesLeader

EB Member

Human Resource Strategist

Learning and Development

TMP/TLP

Are you balancing being a leader, manager and AIESECer?

SITUATIONAL LEADERSHIP

SITUATIONAL LEADERSHIP

Developing your members over a period

of time to reach the highest level of

performance and development Commitment

Competency Diagnosis

Flexibility

Partnership

Development

Level

Self-Reliant Achiever (D4)

Capable but Cautious Achiever

(D3)

Disillusioned Learner (D2)

Enthusiastic Beginner (D1)

High Competence High Commitment

Moderate - High Competence

Variable Commitment

Low - some competence

Low Commitment

Low CompetenceHigh Commitment

SITUATIONAL LEADERSHIP

Diagnosis

1. You need to have the ability and courage to look at the situation and the individual and accurately and honestly assess their development needs and adjust your leadership style to their needs

2. Assessing development level is not about giving a rating, it’s about adjust leadership style and implementing action

3. Reach agreement about development stage and what is the leadership style needed from you to reach the development and organisational goals

SITUATIONAL LEADERSHIP

Diagnosis

Self-Reliant Achiever (D4)

Capable but Cautious Achiever

(D3)Disillusioned Learner (D2)

Enthusiastic Beginner (D1)

This individual is confident, inspired, can inspire others, an expert, self-assured, accomplished and proactive.

Self-critical, doubtful, capable, makes a productive contribution, insecure, generally self-driven but needs continuous challenges and opportunities to stay motivated

Discouraged, overwhelmed, confused, needs assurance that mistakes are part of the learning process, unreliable, inconsistent, flashes of competence but needs more development and knowledge

Inexperienced, Eager to learn, willing to take direction, excited and optimistic, can make mistakes, not aware of what they don’t know but need to know.

SITUATIONAL LEADERSHIP

Diagnosis

Questions you can ask yourself about your members:

1. What is the goal/task they are currently undertaking2. How strong are your members skills for this task?3. How advanced are your member’s transferable skills (eg. communication skills)4. How inspired/enthusiastic/motivated is your member?5. How confident/ self-assured is this individual?

SITUATIONAL LEADERSHIP

D1 NEEDS OF D-11. Recognition of enthusiasm2. Defining clear goals with timeline3. Standards for what a good job looks like4. Constantly learning new skills5. Frequent feedback6. Solutions to problems and challenges they face

SITUATIONAL LEADERSHIP

D2 NEEDS OF D-21.Clear Goals2. Praise for making progress3. Frequent Feedback4. Coaching to build and refine skills5. Constant reaffirmation of clarity of why for each task/activity6. Tips/tricks about how to do tasks more effectively

SITUATIONAL LEADERSHIP

D3 NEEDS OF D-31. An approachable mentor or coach2. A kickstart to overcoming procrastination3. Support to develop self-reliant problem solving skills4. Constant encouragement to develop confidence within themselves

SITUATIONAL LEADERSHIP

D4 NEEDS OF D-41. Variety and Challenges2. Leadership Style: mentoring rather than manager3. Authority and Responsibility4. Trust5. Opportunities to share knowledge and ideas

SITUATIONAL LEADERSHIP

Flexibility

FOR NEXT TIME

Partnership

JANUARY

Focus 1 Talent Review and Follow Up (DDL 14/01): 1. Follow up from Talent Review2. Restructure/Learning and Development/ Recruitment

Focus 2 Learning and Development: 1. Finalize LECs for Q3/Q42. Restructure/Learning and Development/ Recruitment

Focus 3

Focus 4

GCDP1. EP and Intern LEAD: Planning & Buddy2. oGCDP Summer & Off-Peak Structures, Exchange Fair Structures, iGCDP National Project, Summer AdHoc and Local project structures

GIP: 1. Sales Development Program: Recruitment/ TMP Assessment & Tracking2. Structures for iGIP and oGIP

GCDP

Focus INTERN LEAD

EP LEAD WIKIhttp://www.myaiesec.net/

content/viewwiki.do?contentid=10288851

INTERN BUDDY GUIDEhttp://www.myaiesec.net/

content/viewwiki.do?contentid=10288851

EP LEAD PLANNING

EP LEAD PLANNING

HAVE YOU MADE ONE YET?

WHO IS RESPONSIBLE?

WHAT ARE THE KPIs?

HOW IS iGCDP AND TM SNERGY?

INTERN BUDDY

Why is this important?

INTERN BUDDY

is the person responsible for enabling intern’s inner journey.

Without this individual there is no way for AIESEC to ensure, deliver

and measure that interns are living a challenging and purposeful experience.

INTERN BUDDY GUIDE

Personal Value:

Organisation Value:

Market Value:

To achieve fulfillment of humankind’s potential through higher quality

experiences by fulfilling the inner and outer journey of leadership for interns with a role responsible for developing

and tracking leadership development of interns

a) Intern: Interns are promised a leadership development experience. The Intern Buddy

will ensure this development b) TN taker: To develop and enable Interns

to fulfill their JD to their best abilityc) Indonesia: Provide better interns to make

impact for Indonesia

Enable TMP to understand the relevance of GCDP and exchange to

AIESEC.Allow members to live a leadership

experience where they are in charge of the development of others.

INTERN BUDDY GUIDE

Intern Buddy Objectives

1

2

3

A bridge between the intern, leadership development and AIESEC:a) He/she needs to assist the intern and makes sure that the intern feels free to discuss any problems or difficulties he might be facing. b) He/she needs to ensure that interns are fulfilling the inner journey of their leadership experience.

Quality Control:a) He/she ensures and tracks that the intern has a quality experience. b) Consistent and efficient interaction between interns and AIESEC members

A friendly face to introduce Indonesia:a) He/she shows the intern the Indonesia culture, mentality, everyday life and tradition. b) Helps interns to adjust and integrate themselves easier and faster in the new environment c) Facilitates direct relationship for the interns to communicate their needs

Profile/ Application/Campaign

Pickup and Settling

Education/Induction

Recruitment/ Selection

End-term evaluation

Inner Journey Tracking

(PDP)

Introduction/ Expectation

Setting

Start-XP Evaluation

Mid-term Evaluation

Farewell & Recognition

Showcasing Impact

Intern Buddy Process

Inner Journey Tracking

LEARNING & DEVELOPMENT: EP LEAD

Inner Journey supported by AIESEC

TM

OUTER JOURNEY SUPPORTED BY AIESEC

SERVICE (ACCOM) & SALES

iGCDP

the incoming exchange intern experience.

EP LEAD WIKI

Focus iGCDP National Projects

1. Product packaging will be out next week thus you should prepare to open an OCP position next week.

2. The important thing to remember is that iGCDP has a strict timeline - so what can do you now to prepare? Review structure, leadership pipelining etc.

Focus iGCDP SUMMER PROJECTS & ADHOC

1. Have you opened OCP and OC positions for Summer Projects?

2. Have you opened MB and TMP positions for Summer AdHoc?

3. Have you prepared for education of new OCPs, MB and TMP?

Focus oGCDP EXCHANGE FAIR, SUMMER & OFF-PEAK

1. Have you opened OCP and OC positions for Exchange Fair?

2. Have you opened MB and TMP positions for Summer/Off-Peak Raising / Matching teams?

3. Have you prepared for education of new OCPs, MB and TMP?

GIP

Focus SALES DEVELOPMENT PROGRAM

1. How are you supporting iGIP, iGCDP and BD/ER through SDP?

2. Local Rewards and Recognition program to motivate sales members

3. Review Recruitment, current TMP and talent gaps, what is the local training/tracking TM needs to deliver.

TIMELINE

Focus STRUCTURES

1

2

Write down my specific iGIP goals: they should be defined per sub-product and have specific targets (Industry, SME etc.)

Undergo backward planning using your conversion rate to further define your goals and your sales team structure.

REGoal

MAGoal

RAGoal

Negotiation Meeting

GoalSales Meeting

Goal

Team/Individual Cold Calling

Goal

Average productivity per sales member

Number of Sales

Members/Structure

For suggested iGIP Structures please see:

http://www.myaiesec.net/content/viewfile.do?contentid=10288560

QnA

1National Talent

Management Survey

2International Opportunities

for TMP/TLP

3NEC: Talent Management

Meeting (28/01)

4National Support Team

Applications

5TM Jackets