Local Transition for Talent Management Guide

transition talent management

a complete guide for talent management transition in AIESEC Indonesia

attitudeknowledge skill

what is the ideal VPTM for AIESEC Indonesia?

attitude

knowledge

skill

Vice President of

Talent Management

TMP/TLP Manager Driving

GCDP/GIP

Credible Change Maker

Capacity Builder

• build trust through business acumen and results

• interpersonal/ communication skills

• strategic mind/ high organisational knowledge

• high self awareness

• committed to driving learning and development, talent management and human resources forward.

• leading by example - challenging and purposeful experiences, living the values of AIESEC

• Coaching skills/ Mentoring skills

• Creates/ Facilitates a meaningful work environment

Credible Change Maker

Vice President

Talent Management

TMP/TLP Manager

Credible Change Maker

Capacity Builder

• understands the relevance of TM in a strategic context

• team player

• represents the AIESEC values, understands and can communicate the AIESEC way through words and actions.

• able to keep EB responsible for delivering challenging and purposeful ELD experiences through demonstrating integrating and leading by example.

Vice President Talent Management

Driving GCDP/GIP

• strong understanding of external trends and HR practices and how they can result in high impact on business results

• able to link HR processes to driving exchange and leadership within AIESEC

• connects processes to operational achievement

Capacity Builder

• Can assess key talent and create standards for local talent

• Optimises talent through planning and analytics

• Can initiate and drive change individually (to people), institutionally (for AIESEC) and initiatively (making things happen)

• aligning strategy, people, culture, practices and behaviour

• Developing talent

TMP/TLP Manager

• Strong understanding of tmp-tlp principles

• driving key behaviours and mindsets for AIESEC Indonesia within the TMP/TLP programs

• constantly assesses the quality of the TMP/TLP programs to use as a compass for future actions.

Clarity of TM, Team Member Program, Team Leader Program, TM synergy with GIP, TM

Synergy with GCDP, Processes of TM, Learning and Development, Other Models of

TM (GCM, LEAD, GLE, Inner and Outer Journey), Talent Management the specifics

(Mentoring, SDP, LCMs), Representing yourself at LCVPTM, LEAD Sensing and Implementation, Recruitment, Induction, Transition, Performance Assessment and

much much more…

what is the knowledge needed to transition?

Make VPTM JD

Clarity of TM1. Elect understands the role of Talent Management in the Local Committee 2. Elect understands their role for the upcoming year and has a clearer picture of their daily and weekly activities. 3. Elect understands Talent Capacity Model 4. Elect understands the KPIs and MOS that will reflect their results. 5. Elect understands how Talent Management contributes to exchange growthob

jectives

flow purpose of

AIESECTalent

Capacity Model

Difference between tm

and hr/ Global Trends

VP

tips 1. Send the definitive Guide to talent management and the Talent capacity wiki to your elect

and ask them to read it before your meeting. 2. Use diagrams and the learning through discussion rather than off PPT 3. Allow them flexibility to create their own JD and then add to it. 4. Ensure you spend longer explaining the purpose of AIESEC, if you want to make it more

interesting. Explore the AIESEC Way in-depth, taking into consideration the meaning of words etc.

Purpose of

TM

VPTM to make a basic

hr plan

Review of Current Term1. Elect understands history of Talent Management the Local Committee, AIESEC Indonesia and AIESEC globally. With particular focus on the current term and LC. 2. Current has meaningful sharing about the successes and failures of the current term 3. Elect and Current review the current term's HR plan 4. Elect and Current have casual discussion about the direction of the portfolio for the next term.ob

jectives

flow

expectation setting about

sharing

Share about the major successes

and failures

History of tm in

indonesia

VP

tips

Review current’s

HR PLAN

1. Prepare before the transition chat about the key points you want to share, otherwise you may get distracted or forget to mention specific points

2. Prepare your HR Plan 3. Don’t be afraid to tell your successor what you think the focus for next year should be,

encourage them to think for themselves.

TOols used for TMP + add to hr

plan

Team Member Program1. Elect understands the TMP Principles and Minimum Promises 2. Elect understands how TM manages the Team Member Program 3. Understand what are team minimums for the quality of AIESEC Experiencesob

jectives

flow

Purpose of TMP and

contribution to leadership

team standards

/ NPS

TMP Principles and MQP

VP

tips

supply and demand

management

1. It’s important for the elect to treat the minimum quality promises, principles and team standards as a necessary thing from the beginning of the term. these are not optional.

2. Ensure that you are using national tools for tracking the MQP, team principles and team standards.

3. Ensure you communicate how just like an exchanger, VPTMs are responsible for RA-MA-RE of the TMP. (Inclue [email protected] and s&d information)

TOols used for TLP + add

to hr plan

Team Leader Program1. Elect understands the TLP Principles and Minimum Promises 2. Elect understands how TM manages the Team Leader Program 3. Elect understands the TLP quality measurement and development systems 4. Elects knows how to work with TLPsob

jectives

flow

Purpose of TLP and

contribution to leadership

TLP Principles and MQP

VP

tips

How to work/

manage TLPS

1. Briefly touch on LEAD as a program to develop leadership qualities in your LC but leave the majority of it for the other session.

2. Talk about your main collaborations / struggles with TLPs especially with Talent Review/Coaching etc.

3. Ensure you communicate the mindset change that needs to happen with TLPs ‘TLPs are not just managers focused on operations but also need to perform their role as leaders’

tools and mindset

change for TLPs

make hr and gcdp plans

aligned

TM and GCDP1. Ensure elect understands the output and learning points of this years major GCDP projects 2. Elect understands Current GCDP and TM Plans and how they worked together. 3. Elect has the opportunity to have preliminary discussions to analyse Elect GCDP Plans/Timeline and create support planning. 4. Understand the concepts of integrated XPs 5. Elect understand EP LEAD and how to supportob

jectives

flow

understand the process, timeline and

value of GCDP

integrated experiences

EP & Intern LEAD

VP

tips

how to work with VP GCDP

(i and o)

1. Emphasis the understanding of GCDP and how there needs to be a mindset change. Back office cannot be falling behind front office.

2. Review EP and Intern LEAD in detail and make the decision to leave it in TM or GCDP 3. Review recruitment/ talent planning with IXPs in mind

make hr and gip plans aligned

TM and GIP1. Ensure elect understands the output and learning points of this years major GIP projects 2. Elect understands Current GCDP and TM Plans and how they worked together. 3. Elect has the opportunity to have preliminary discussions to analyse Elect GIP Plans/Timeline and create support planning. ob

jectives

flow

understand the process, purpose and value of gip

recruitment based on

sales needs

sales development

program

VP

tips

how to work with/manage Gip

1. Ensure that elect understands that supporting GIP takes a lot more effort and should be the focus for 14-15

2. Go through backward planning for iGIP and TM 3. Ensure TM understands the sales process effectively and the difficulties associated with

sales.

Add everything to hr plan

Processes of TM1. Elect understand process flow of Talent Management and can connect each step to one another 2. Elect and Current participate in managing a Talent Management joint project. This can include Recruitment, PA or Learning and Development Project. See details under 'Project' Sheet below 3. Elect understands the recruitment process from Talent Planning, Talent Promotion, Talent Selection, Raise, Match, Talent Induction and Mentoring.ob

jectives

flow Recruitment

Processes

Exit and tracking

processes

Development Processes

VP

tips

overview of TM processes

and their connections

1. Run a joint project like recruitment, PA, L&D project to get the VPTMe used to the role and learn from a practical experience.

2. Go through each talent process in detail - ensure you discuss the required skills, synergies, timeline etc.

3. Communicate the importance of ‘linking’ the TM processes. That they are not separate but rather collaborate with each other and impact each other drastically.

Create LEC for a sample JD/

Function and add L&D to HR

Plan

Learning and Development1. Elect has the output and learning points from the major learning and development projects implemented this year. 2. Understand the current NEC and how it can be implemented locally to fit the LC reality. 3. How to align local training to national trainingob

jectives

flow what is

learning and development?

development driven L&D

Operations driven L&D

VP

tips

local and national training

alignment

1. Ensure VPTM understands the importance of learning and development 2. Align Operational plans with learning and development perspective, mindset and planning 3. Ensure VPTMe understands the differences between learning, training and development. 4. Introduce VPTM to Open Learning

HOW TO IMPLEMENT

MODELS INTO PLANNING

Other models of TM1. Elect has the understanding and ability to utilise and implement the following models: Global Competency Model, Global Learning Environment, LEAD and Inner and Outer Journey.

objectives

flow

Review talent

capacity model again

GCM AND GLE LOGIC

inner and outer

journey in a tm context

VP

tips

LEAD LOGIC

1. Review each model in detail. 2. Explain the logic behind everything 3. Try to draw a mind map where all TM models fit together. 4. Ensure VPTM understands that the models needs to be referred to at all times.

stop, start and continue

for tm projects

add everything to

TM plan

TM the specifics1. Elect understands the Talent Management Projects that happen locally (TM Summit, Mentoring, SDP) !2. Elect has the materials and project reports of each local initiative your term ran, in order to re-run the project in their term

objectives

flow

review of the tm projects

that happened locally

daily life of vptm

VP

tips

innovations about

potential tm projects

1. Give your VPTMe the space to innovate - don’t ask too many ‘why’. allow them to brainstorm freely. potentially allow them time before to think (in case they are nervous/threatened by you)

2. Talk about the more logistical parts of your role - organising local committee meetings etc.

what is the brand i want?

Representing yourself at VPTM1. Elect understands their role as a Vice President of Talent Management and how their brand will impact upon the brand of Talent Management. Eg. If you are fluffy and/or don't understand the role of Talent Management - others won't as well !2. Impress the importance of stressing TM's value to the other functionsob

jectives

flow personal

sharing from current

vptm with members

VPTM with eb

VP

tips

vptm and different hats you

wear

1. Ensure your VPTM understand what a VPTM need to be in terms of the model seen earlier in the pdf.

2. Be honest in your sharing.

design a lead project

LEAD1. Guide Elect through identifying LEAD gaps and LEAD sensing . 2. Recap on understanding the process flow 3. Allow elect to undertake a LEAD project under your supervision. 4. Have conversation with LEAD NST or MCVPTM to take steps to become a LEAD trainer. 5. Elect understands the logic behind LEAD 6. How to facilitate the development of different individuals with different working styles, development areas etcob

jectives

flow what is the

leadership my country needs

lead logic and process

VP

tips

How to work/

manage TLPS

1. LEAD Logic, process, timeline 2. What are the gaps for LEAD within my LC 3. Allow lead to naturally connect to the leadership Indonesia needs.

identifying the gaps of lead within

my LC

add to HR PLAn

Recruitment1. Understand the Recruitment Processes for the different profiles (EP, TMP, EwA) 2. Understand the significance of selection using Global Competency Model and ensure elect understands the concept behind recruitment based on 'why' 3. Understand the processes and timeline of selection 4. Understand the difference between backward planning and talent planning 5. Understand the talent marketing profiles and national tools and how to use them.ob

jectives

flow Backward

planningtalent

marketingtalent

planning

VP

tips

talent selection + Allocation

1. Understanding the different process within recruitment 2. Align local and national recruitment timeline and procedures 3. What are the benefits to ongoing recruitment 4. Internal vs. external recruitment 5. Align everything to timeline especially for internal recruitment

How to make it happen! add to hr

plan

Induction1. Understand the induction flow 2. How to plan an induction in the LC 3. How to execute induction in the LC 4. Adjust mindset to prefer induction to learning and developmentob

jectives

flow Concept of

L&D vs. Induction

operational induction

Understand induction process

VP

tips

mentoring

1. Understanding the induction process 2. Get the mindset of ‘if you work harder for induction, you can focus learning and

development towards leadership development and strategic learning’ 3. Make sure lots of synergy and planning goes in here. Operational induction is not easy.

add tr and pa to hr plan

Performance Assessment+ Audit

1. Understand the role of performance assessment in the local and national reality. 2. Understanding the performance appraisal and talent review process

objectives

flow What is

performance assessment?

working with tLps

VP

tips

how to do Talent Review?

1. Understand the difficulties working with TLPs for Talent Review 2. Ensure VPe understands how to interpret Talent Review and how it relates to the other

functions and operations 3. Ensure VP himself/herself understands how to conduct a PA and give feedback/coaching.

interpreting talent review.

add to hr plan

Transition

1. Understand the minimums of a transition process 2. Understand the importance of transition/ induction for each reallocation 3. National Transition Model

objectives

flow significance

of transition

planning for transition for others

Transition minimums

VP

tips

planning for transition

for yourself

1. This is a good opportunity for you to all the elect to rate your transition program and asses it

2. Understand minimums for transition process

sample culture outline

Building a Culture

1. Elect has an understanding about the culture of Talent Management this year and the image or branding Talent Management needs to have the following year. !2. How to build a culture? !3. Value-based culture

objectives

flow

Current culture of the local committee

value-based culture building

process of culture

building

VP

tips

building a culture of excellence

1. Give VP Elect the freedom to make their own sample culture outline 2. This is opportunity for you to emphasise the AIESEC values and demonstrate how to

create a value-based culture. 3. Link in concepts of team stand and team vision/purpose to the culture of the team/ local

committee 4. Ensure that the VP understands that culture is driven from the LCP/VP

team management, facilitation, feedback, build trust, communication skills,

strategic mindset, self awareness, coaching/

mentoring skills, culture building, data analysis

what is the skills needed to transition?

make team dev

plan

Team Management1. I understand how to manage the performance and development of my team 2. I have the models and tools that allow me to take charge in managing my team. 3. I understand basic concepts of team development and managementob

jectives

flow you jd as a

manager and a leader

understand timeline of team dev

team development

model

VP

tips

personal sharing

about team management

1. This is the chance for you to stress to your elect about the importance of being a leader and a manager. Give the MOS and KPIs required. Share about individual and team legacy

2. Demonstrate the team development model with specific KPIs 3. Ensure the model is clear 4. Share that a model is only the beginning. schedule in the HR plan for the elect to revise

team dev model every month/quarter.

give elect a practical training project

Facilitation/Communication1. Elect understands how to run a Local Committee Meeting and

the basics about facilitation and communication 2. Understanding the importance of being a credible change

manager 3. How to run a training

objectives

flow

tm the trainer vs.

tm the strategist

communication skills

how to build a lesson

VP

tips

personal sharing

about team management

1. Understand the mindset that yes TM will need to give trainings sometimes, but TM is responsible for coordinating the training not always running the trainings.

2.

add to hR plan

Coaching Skills1. Elect understands the Situational leadership Model and how to apply it !2. Elect plans for frequent coaching with members !3. Elect knows the importance of it not only for his/her members but for the local committeeob

jectives

flow importance

of coaching

mind map for team dev and situational leadership

situational leadership

model

VP

tips

simulation, elect assess

needs of others

1. Ensure that the elect understands that he/she will be a key role model for the importance and implementation of coaching within the LC.

2. Situational Leadership is not something you do ‘to’ people but ‘with’ people. 3. The model is only worthwhile if you actually use it.

practical training for

360

Feedback Skills1. Elect understands the need for feedback to drive performance (link to Situational Leadership) !2. Elect has the skills and tools necessary to facilitate feedback (360 etc.)

objectives

flow creating a

feedback culture

practice giving

feedback

feedback model

VP

tips

link to situational leadership

1. Be sure to tailor how to give this session depending on the kind of leadership style of the individual. If your elect is very ‘supporting’ then make sure you emphasise on the need to give honest and direct feedback. If your elect is very ‘directing’ make sure to emphasis on the need to be supportive through feedback and use ‘hamburger’ model etc.

2. Schedule team 360, very important. Team days need to be feedback inclusive.

case study

Strategic Mindset1. Understand what is a strategic mindset - what kind of behaviour do I need to implement? 2. Explore common trends within HR and TM not only within AIESEC, make this a behaviour. 3. Power of asking the right questions

objectives

flow

self evaluation

on strategic mindset

have discussion on the future of tm for the next 5

yrs

what are the behaviours i

need to implement?

VP

tips

1. Why is being a strategic leader important? 2. Ensure that you try to give general knowledge and tips about trends happening in HR and

TM inside and outside of AIESEC. 3. Have a fruitful discussion about the future of TM in the next 5 years etc.

personal sharing about the

consequences of broken trust

Building Trust1. Elect understands different models of building trust - Emotional

Bank Account/ Check In 2. Elect understands the importance of building trust - link to

being a credible change maker. 3. Link building trust to clear goal setting and clear feedback.

objectives

flow Why is this

important?

Emotional Bank

Account

behaviours I need to

display/ ‘walk the talk’

VP

tips

goal setting and clear feedback

1. Building trust is one of the most important aspects of leadership, use metaphor of trust being like glass. once broken - very hard to fix.

2. Trust Building is not just an exercise its a behaviour you need to implement. 3. ‘Walk the Talk’ - Demonstrating Integrity. 4. Emotional Bank Account Model.

Success and failure, committed to leadership

what is the attitudes needed to transition?

* fill in the blanks, only you as the current know the attitude gaps of your elect.

Success and Failure1. Elect understands the successes and failures of the current term 2. Has an understanding of how to maintain success 3. Understands the mistakes and how to ensure they don't happen again

objectives

flow

personal sharing about

success and failure

what is my legacy?

define What will make me successful?

VP

tips

1. More of a sharing session - bring some hot chocolate and relax (: 2. There should be crying jokes 3. They should define their legacy, be supportive and ask a lot of reflective questions to set

the atmosphere

Committed to Leadership

1. Elect is committed to their strong leadership

objectives

flow

share stories of

aiesec leadership

i am committed to

leadership

what is my JD no.

i am a leader

VP

tips 1. This is a very good closing session for your transition planning as it sets the bar for the

term 2. Please ensure your elect has a high knowledge about inner and outer journey before this

session 3. Begin with sharing stories and personal sharing of success through developing others 4. It’s not just about the strategy, the processes, and the JD - but it’s about leadership in the

end.

what is the ideal VPTM for AIESEC Indonesia?

attitude

knowledge

skill

Vice President of

Talent Management

TMP/TLP Manager Driving

GCDP/GIP

Credible Change Maker

Capacity Builder