STRATEGIC TALENT PLANNING GUIDELINE

AIESEC in Vietnam 2014-2015

“Failing to plan is planning to fail.”

What will TM be like in three years? Do you have a clear

roadmap to get from today to your envisioned tomorrow?

Will you be a few steps closer to realizing your vision by

next year? No one can predict the future. But if you don’t

change anything, the future won’t be any different than

the past.

It’s odd that some people avoid strategic planning

because they consider it complex, costly and time-

intensive. In fact, strategic planning should be quick,

simple and easily executed. And strategic planning isn’t

just something to cross out of your to-do list or an annual

retreat. Instead, it should become a culture of strategic

thinking and a part of daily decision making.

Reflects the values of the organization

Inspires change and revision in

products and target markets

Clearly defines the criteria for

achieving success

Assists everyone in daily decision

making

A GOOD STRATEGIC PLAN ACHIEVE

THE FOLLOWING

LAYING THE FOUNDATIONClean up the confusion about strategic planning

Executed through operations

that generated value to our

customers

Identify clear trade-offs and

clarify what not to do

Focus con activities that fit

together and reinforce each

other.

Drive continual improvement

in our organization and move

it towards our vision

A formalized roadmap

that describes how you

execute the chosen

strategy.

A coordinated and systematic

process to develop your

strategic plan

LAYING THE FOUNDATIONClean up the confusion about strategic planning

STRATEGY A STRATEGIC PLAN STRATEGIC PLANNING

NOT TO OVERSIMPLIFY THE PROCESS,

BUT BASICALLY STRATEGIC PLANNING

CAN BE BROKEN DOWN INTO 3 AREAS

Where are we now

Where are we going?

How will we get there?

LAYING THE FOUNDATIONWhy strategic planning impact your growth?

BIG PICTURE, LONG-

TERM THINKING

BE PROACTIVE INSTEAD

OF REACTIVE

ENSURE ALIGNMENT

WITH ORGANIZATIONAL

VISION

EFFECTIVE ALLOCATION

OF RESOURCES (HR,

FINANCE)

INCREASE MEMBER

COMMITMENT AND

OWNERSHIP

PRIORITIZE ACTIVITIES,

IDENTIFY HIGH-GROWTH

STRATEGIES

LAYING THE FOUNDATIONAssess your “readiness” for strategic planning!

You have complete commitment and support from LCP and EB Team.

You have clarified roles and expectations for all participants in the planning process, including

who will contribute to the plan and who will be the decision maker.

You are open to learn about and respond to information collected from internal and external

sources so you don’t plan in a vacuum.

You have a planning team comprised of big picture thinkers, action-oriented members.

You are willing to be inclusive and encourage broad participation so that everyone feels

ownership of the plan and energized by the process.

Everyone understands the purpose of planning, what it is and is not. You have consensus about

the desired outcomes of the planning process.

You are open to looking beyond the status quo to find new ways of doing things, a willingness to

ask the hard questions, face difficult choices, and make decisions that are best for our

organization

You want our organization to grow.

Ideally, you may want to answer all the

questions with a “YES!”. But that may no be

possible.

Of all the questions, the most important one is…

“DO YOU WANT

TO GROW?”

LAYING THE FOUNDATIONTips to make things go smoothly

DON’T OVERPLANCOMMIT TO YOUR

SCHEDULE

MAKE EVERYONE

FEEL INCLUDED

CELEBRATE

SUCCESS

Sometimes we become

too ambitious and

overwhelm our team

with the amount of work

that needs to get done.

Double check the one

week later with your

predecessor to make

sure it still makes sense!

Set a very specific

deadline for when the

plan needs to be

completed. Additionally,

set the schedule for

strategic plan review

and reporting.

Openly communicate

who’s involved in which

step of the process.

Explain how everyone’s

inputs is being colicited

and how it’s being used!

No matter what you do or

where you are in strategic

planning agenda, end your

day on a high note.

Do something fun like

playing a quick game or go

out for bonding. Don’t let it

end with everyone feeling

overwhelmed and brain

dead!

LOOKING

BACKWARD TO

MOVE FORWARD

SIZING UP YOUR

CURRENT

SITUATION

MOVING INTO THE

FUTURE

CREATING AND

MAKING THE

MOST OF YOUR

PLAN

Strategic planning process

LOOKING

BACKWARD TO

MOVE FORWARD

SIZING UP YOUR

CURRENT

SITUATION

MOVING INTO THE

FUTURE

CREATING AND

MAKING THE

MOST OF YOUR

PLAN

STEP #1

LOOKING

BACKWARD TO

MOVE FORWARD

SIZING UP YOUR

CURRENT

SITUATION

MOVING INTO THE

FUTURE

CREATING AND

MAKING THE

MOST OF YOUR

PLAN

Reviewing what

happened last year

RECOGNIZE WHAT

WE ACHIEVED

What goals did we achieve? Why?

What challenges did we overcome? How?

What projects were successful? Why?

What improvement did we make on our operations?

Who joined our team?

UNDERSTAND

WHY WE FAILED

What lessons did we learn last year?

What decisions would we have changed in the past year?

What goals or projects did we not finish? Why?

What roadblocks do we keep stumbling into? Why?

What challenges did we fail to meet over the past years? Why?

TM KPIs

EVALUATION

TM ANNUAL AUDIT

You can access this link to get an example of TM

audit from AIESEC in Kolkata

LOOKING

BACKWARD TO

MOVE FORWARD

SIZING UP YOUR

CURRENT

SITUATION

MOVING INTO THE

FUTURE

CREATING AND

MAKING THE

MOST OF YOUR

PLAN

STEP #2

LOOKING

BACKWARD TO

MOVE FORWARD

SIZING UP YOUR

CURRENT

SITUATION

MOVING INTO THE

FUTURE

CREATING AND

MAKING THE

MOST OF YOUR

PLANSWOT Analysis

To move from where you are today to where you want to go, you have to determine your STRATEGIC

POSITION, where you stand today. You get an assessment of what’s working, what’s not, the things

you need to fix, and the things that can wait.

Strategies and direction

Functional productivity

HR capacity

Pipeline management

Operational processes

Tracking system

(infrastructure)

Internal communication

channel

Functional knowledge

management

Innovation

TM branding

Synergies

Organizational legality

Technologies

Social trends

Markets (TMP/TLP Rec)

Competitors

INTE

RN

AL

EX

TE

RN

AL

ABOUT YOU

LOOKING

BACKWARD TO

MOVE FORWARD

SIZING UP YOUR

CURRENT

SITUATION

MOVING INTO THE

FUTURE

CREATING AND

MAKING THE

MOST OF YOUR

PLANEmbrace your assets

HUMAN CAPITAL

Having the right

people in the right

seat

How well is your TM function doing at

Recruiting TM members

Developing TM members

Retaining TM members

ORGANIZATIONAL

CAPITAL

Your team culture

Imagine your team as a bus, now

How does it feel to be on your bus?

Do your TM members like going on the bus?

Is everyone getting along?

Is someone driving the bus?

What is your team culure look like now?

KNOWLEDGE

CAPITAL

Knowing what you

already know

“Not-so-fun” fact: Up to 70% of what employee do is nothing more than reinventing what their organization had discovered previously. Don’t waste time figuring out what someone else in the org has disvocered. Information is

an tangible asset that can be a significant competitive advantage if you can harness it.

WHAT TYPES OFTANGIBLE

AND INTANGIBLE

ASSETS YOU ARE HAVING???

ABOUT YOU

LOOKING

BACKWARD TO

MOVE FORWARD

SIZING UP YOUR

CURRENT

SITUATION

MOVING INTO THE

FUTURE

CREATING AND

MAKING THE

MOST OF YOUR

PLANTalent capacity bottlenecks

Remember the talent capacity model?

DISCUSS IT WITH BOTH

OUTGOING AND INCOMING EB

FOR BETTER INPUTS!

IDENTIFY SPECIFIC TALENT

CAPACITY BOTTLENECKS OF

EACH FUNCTION/ PROGRAM

ENVISION SPECIFIC PROJECTS

THAT COULD SOLVE THESE

TALENT CAPACITY BOTTLENECKS

ABOUT YOUR LC

LOOKING

BACKWARD TO

MOVE FORWARD

SIZING UP YOUR

CURRENT

SITUATION

MOVING INTO THE

FUTURE

CREATING AND

MAKING THE

MOST OF YOUR

PLANSeeing TM through members’ eyes

Obtaining feedbacks1 What are we doing that’s great? What is

working?

What isn’t working and needs improvement?

What else would you like to see from TM?

What else could we do to make your AIESEC

experience better?

SURVEY FOCUS GROUP

Satisfaction analysis (NPS)2

What are your top 3 promoter issues?

What are your top 3 detractor issues?

What are top reasons for leaking-outs?

NPSRETENTION

RATE

ABOUT YOUR LC

LOOKING

BACKWARD TO

MOVE FORWARD

SIZING UP YOUR

CURRENT

SITUATION

MOVING INTO THE

FUTURE

CREATING AND

MAKING THE

MOST OF YOUR

PLAN

STEP #3

Recommended

to do with

flipcharts

LOOKING

BACKWARD TO

MOVE FORWARD

SIZING UP YOUR

CURRENT

SITUATION

MOVING INTO THE

FUTURE

CREATING AND

MAKING THE

MOST OF YOUR

PLAN

Growth: It’s not just

for kids anymore

IMPROVE TM

OPERATIONAL

PROCESSES

How can you improve

your operation and

make it more

productive?

Consider all the inputs you have had and define key projects for your term. Here are 3 key areas to

help you center your projects around!

LEAVING

LEGACIES FOR

THE FUTURE

What legacies do you

want to leave for the

future?

What new services

you want to develop

for TMP/TLP product?

SYNERGIES

WITH OTHER

FUNCTIONS

What talent capacity

bottlenecks need to be

solved?

How will the synergies

improve exchange

results?

FUNCTIONAL

PROJECTS

LEGACY

PROJECTS

SYNERGY

PROJECTS

LOOKING

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MOVE FORWARD

SIZING UP YOUR

CURRENT

SITUATION

MOVING INTO THE

FUTURE

CREATING AND

MAKING THE

MOST OF YOUR

PLAN

Establish your

strategic priorities

EVALUATE

ALL YOUR

PROJECTS

CHOOSING

YOUR

PRIOIRITIES

BALANCING

YOUR

STRATEGIC

PRIORITIES

TURNING

PROJECTS

GOALS AND

ACTIONS

Define main

deliverables: key

tasks to be done

in the project

Define key MoS

for the project

Remember to be

S.M.A.R.T

How are you going

to allocate your

limited resource into

each project?

HR

Time

Finance

What’s more

urgent?

What’s more

important?

LOOKING

BACKWARD TO

MOVE FORWARD

SIZING UP YOUR

CURRENT

SITUATION

MOVING INTO THE

FUTURE

CREATING AND

MAKING THE

MOST OF YOUR

PLAN

STEP #4

Assembling your strategic plan

LOOKING

BACKWARD TO

MOVE FORWARD

SIZING UP YOUR

CURRENT

SITUATION

MOVING INTO THE

FUTURE

CREATING AND

MAKING THE

MOST OF YOUR

PLAN

Putting your plan

together

1

WHY THIS PART IS

SO IMPORTANT? The strategic direction becomes clear. Without bringing everything together

in one document, your plan is just a bunch of different parts. When the parts

become whole, you clearlr see how you can reach your vision.

Ideas become action. Up until now, you’ve developed and collected a bunch

of great ideas. By formalizing them into a plan, you can develop action plans

and assess the financial viability of your choices.

Gaps are identified. With everthing in one place, stand back and evaluate

your plan. Does it make sense? Are your goals supporting one another? Have

you missed anything?

With all the work you have done up to know, it’s time to put everything in one comprehensive document

LOOKING

BACKWARD TO

MOVE FORWARD

SIZING UP YOUR

CURRENT

SITUATION

MOVING INTO THE

FUTURE

CREATING AND

MAKING THE

MOST OF YOUR

PLAN

Putting your plan

together

LOOKING

BACKWARD TO

MOVE FORWARD

SIZING UP YOUR

CURRENT

SITUATION

MOVING INTO THE

FUTURE

CREATING AND

MAKING THE

MOST OF YOUR

PLAN

Putting your plan

together

Evaluate your strategic plan, ensuring your plan make sense!2STRATEGIC PLAN

EVALUATION

CHECKLIST

Is your plan aligned with TM strategic role?

Is your plan realistic? Overplanning is a common problem. Consider pushing

some deadlines out further than you originally anticipated.

Is your plan integrated? Make sure all the elements of your plan support

each other.

Is your plan balanced? Make sure you have a balance between financial,

target customer, TM year calendar, TM member workload and learning

outcomes.

Is the plan complete? Identify any holes in your plan or potential activities

that are not supported

Is the document clear? Make sure your plan is explicit so everyone knows

what’s intended

LOOKING

BACKWARD TO

MOVE FORWARD

SIZING UP YOUR

CURRENT

SITUATION

MOVING INTO THE

FUTURE

CREATING AND

MAKING THE

MOST OF YOUR

PLAN

Putting your plan to

work

COMMUNICATE,

COMMUNICATE,

COMMUNICATE!

HOLDING

PEOPLE

ACCOUNTABLE

TRACKING AND

REVIEWING

Don’t assume that individuals

will automatically buy in to your

plan. Getting people involved

on the back end of the planning

process through feedback

meetings!

You can also take a step further

by sharing the plan with other

VPTMs. An open approach can

generate more helpful ideas

and suggestions to your plan!

Create your own

individual plan

Divide members into

specific projects.

Ensure they have

individual plan/ monthly

goal setting

Every quarter review, evaluate

plan implementation by asking

these question:

Will the goals be achieved

witin the time frame of the

plan? If not, why?

Should the deadlines be

modified? Why are you behind

schedules?

Are the deliverables and MoS

still realistics?

Should our focus be changed?

If yes, why and how?

LOOKING

BACKWARD TO

MOVE FORWARD

SIZING UP YOUR

CURRENT

SITUATION

MOVING INTO THE

FUTURE

CREATING AND

MAKING THE

MOST OF YOUR

PLAN

Strategic planning process

ALL DONE!

This whole process may seem a little bit complicated at first!

BUT TAKE SOME MINUTE TO GO THROUGH THIS OLD TRICKS AGAIN!

HOW DO YOU PUT A GIRAFFE INTO A REFRIGERATOR?Open the refrigerator, put the giraffe in, and close the door!

HOW DO YOU PUT AN ELEPHANT INTO A REFRIGERATOR?Open the refrigerator, take out the giraffe, put the elephant in, and close the door!

THE LION KING HOLDS AN ANIMAL CONFERENCE. ALL ANIMAL ATTEND EXCEPT ONE. WHICH ANIMAL DOESN’T ATTEND?

The elephant! Because it’s in the fridge!

THERE’S A RIVER YOU MUST CROSS. BUT IT’S INHABITED BY CROCODILES. HOW DO YOU MANAGE IT?

Just swim across! All crocodiles are attending the animal conference, remember?

90% professionals get

all wrong answers

Many preschoolers get

many right answers

DO YOU

KNOW

Sometimes we ourselves just over-complicate things!

DO THE THINGS

AND YOU SHALL

HAVE THE POWER

HAPPY PLANNING!