2.3. Team Member and Team Leader Programmes MoS report, key highlights and main strategies

17954#25177#

Goal# Achieved#

7556#10866#

Goal# Achieved#

9369# 7598# 8210#

Jan# Feb# Mar#

TMP RE

4860# 3354# 2652#

Jan# Feb# Mar#

TLP RE

TMP – TLP for Exchange Performance

• Planning: With AI role model program planning, TMers now understand how to plan, with GCDP & GIP before finalizing their own plan; and they are also using backwards planning to implement that as a framework.

• AI TM Strategic Meeting Output: The output of the TM global strategic meeting is still being communicated & implemented and recently viewed by more than 7000 people in the network. http://bit.ly/TCdrivingXgrowth

• Flexible Structure & Reintegration: LCs that start their term in January started using a more flexible structure that includes more experiences. Also, structures have been changed to fit with a more effective & efficient process that supports a better quality of experience & also supports re-integration of EPs.

Talent Capacity growth in TMP - TLP 140% - 144% achievement

• Programme clarity: TMP-TLP growth in Q1 2013, can be attributed to the program clarity operationally & systematically. Operationally, there is a better alignment with other programs (GIP&GCDP) with people understanding exactly how much talent capacity is need to run operations and what structure is needed. Hence: 1. More recruitment 2. Reallocation of people between roles 3. Re-integration The 2 programmes became clearer and simpler to manage for the network with a new definition of the role of TM. Systematically, assigning roles are easier and direct in recording experiences lived. There has been strong communication of the ‘Why’ & legacy of talent strategy virtually & physically through visits, summits & conferences (IPM). TMers are understanding their role in the organization in driving our 2 exchange programmes and about capturing & developing the learning of our members.

140% Achievement 144% Achievement

19081# 25177#

Q1#2012# Q1#2013#

TMP RE

7909# 10866#

Q1#2012# Q1#2013#

TLP RE

Capturing & Developing Learning

Talent Capacity Driving GIP

Strategy

Talent Capacity Driving GCDP

Strategy

2.3 Team Member and Team Leader Programmes MoS report, key highlights and main strategies

Aligned Talent Management Processes

• Alignment of strategy between all programmes as an output of AI re-planning brought more clarity to program management, hence redefinition of talent capacity strategies.

• The processes outlined in the flow below were followed and key strategic outcomes include:

• Talent Capacity Driving GIP: This strategy is aimed at building sales capacity globally. This ensures that we have the right sales talent to drive GIP raising across sectors.

• Talent Capacity Driving GCDP: This strategy ensures that we have the right talent with a proper orientation on customer experience management, in order to improve GCDP experience delivery across different issue segments.

• Capturing & Developing Learning: Considering that we are clear on how our talent capacity should drive operations, this strategy ensures that we deliver better experiences for the individuals living a team experience and delivering daily operations. This ensures that their daily activities are contributing to their learning hence this learning can be captured in a simple way such that it can contribute to further development of members.

Need Assessment •  Identify program focus.

GIP & GCDP Strategy Planning

•  Co-creation

Talent Capacity

Strategies

•  Customized TM Processes

•  Aligned Timeline

Quality of TXP experiences:

The top issue from detractors globally for TMP in Q1 is about practical team experiences; even though experiential learning is in our AIESEC way and it’s one of the main ways that AIESECers develop their leadership skills.

A comment from a TLP promoter: “Through AIESEC I can learn different skills that my graduation and university cannot provide, neither the environment that I'm inserted in locally.”