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Talent management's role is to get, keep and develop people to achieve organizational goals. Getting involves recruitment processes like talent planning, marketing, selection and allocation. Keeping relates to fulfilling employees' expectations through team standards to ensure engagement. Developing translates to learning and development, including soft skills, hard skills, knowledge, and aligning learning to operations, strategy, and continuous customized cycles for target groups. For AIESEC Indonesia, there is minimal and unreliable tracking of member education quality and results. Learning should be improved by linking it to key timelines, operations, and individual goals through needs assessment, program design, delivery, and evaluation.
Ln d
- 1. Learning and Development for AIESEC Indonesia! hi!
- 2. get What is TM’s role? keep develop It’s simple, Talent Management’s role is to get, keep and develop people to achieve your organisation’s goals.
- 3. capacity keep develop We translate ‘get’ into capacity. Which deals with the recruitment process of talent management including: Talent Planning, Talent Marketing, Talent Selection & Talent Allocation.
- 4. capacity develop team standards We translate ‘keep’ into team standards. The reason why ‘keeping’ people is translated into team standards is because ‘keeping people’ or engagement is about fulfilling their basic expectations of the experience. ! Let’s review the value proposition of TMP.
- 5. Team Member Program: An experience for a young person to develop responsible and entrepreneurial leadership by living a practical team experience at a local, national or global level. Value Proposition 1. Practical team experience 2. Practical hard and soft skill development 3. Access to a global network 4. An entrepreneurial and responsible attitude towards being a better leader. Key Points • The team member program is a product not a ‘stage’ • As a product it has a clear value proposition and needs to answer to a market need • The TMP can be customised for each member
- 6. Team Member Program: An experience for a young person to develop responsible and entrepreneurial leadership by living a practical team experience at a local, national or global level. Value Proposition 1. Practical team experience 2. Practical hard and soft skill development 3. Access to a global network 4. An entrepreneurial and responsible attitude towards being a better leader. Key Points • The team member program is a product not a ‘stage’ • As a product it has a clear value proposition and needs to answer to a market need • The TMP can be customised for each member practical team experience People join AIESEC because they want to gain a practical team experience which is why the fulfilment of team standards is the key to ensuring engagement of your TMP TLP in AIESEC. Check below for the full list of team standards and how to implement and track them.
- 7. capacity learning and development team standards We translate ‘develop’ into learning and development.
- 8. capacity learning and development team standards This session will focus on learning and development.
- 9. learning and development 0 7 14 21 28 January February March 27 17 13 Number of Educations for AIESEC Indonesia
- 10. however… Needs Assessment Program Design Delivery Evaluation Right Target/Profile Right Content Right Delivery/Channel Right Timeline Right KPI and Measurement 0 0.25 0.5 0.75 1 January February March 30% 17%13% 0 0.25 0.5 0.75 1 January February March 71.5%72%69% Attendance Satisfaction Only 37.5% (6/16) record member satisfaction. There is no tracking of direct operational results after learning. But data is unreliable. learning and development
- 11. learning and development Therefore we can conclude that even though there are some, minimal educations been given, the quality of the education is unclear and in most cases not measured.
- 12. learning and development L E A D L E A R N I N G soft skills and attitude hard skill & knowledge • Soft skills refer to personal attributes and behaviours • eg. flexibility, good work ethic • Hard skills refers to language, public speaking skills etc.
- 13. learning and development • Aligned to operational plan • Continuous customised cycle for specific function group • Aligned to entity strategic plan L E A R N I N G
- 14. learning and development L E A R N I N G • Learning should be linked to the key timeline/ operations (especially for ongoing)
- 15. learning and development L E A D • aligned to operation • aligned to strategy • continuous and customised for specific target group
- 16. learning and development L E A D Set personal goals! Understand your personal values! Reinvent yourself! Reflect on your experience! Individual responsibility and goals! Interaction with multiple stakeholders! Support system! Challenging role and environment ! Purpose of the Journey for Society! LEAD should support an individuals inner journey
- 17. learning and development Needs Assessment Program Design Delivery Evaluation Operational Training Leadership Development Hard Skills Right Target/Profile Right Content Right Delivery/Channel Right Timeline Right KPI and Measurement
- 18. learning and development N E E D S A S S E S S M E N T P R O G R A M D E S I G N
- 19. learning and development D E L I V E RY E VA L U AT I O N 267% growth in Q4 over Q3. 0 10 20 30 40 July Aug Sep Oct Nov Dec
- 20. learning and development N E E D S A S S E S S M E N T P R O G R A M D E S I G N • send a quarterly membership survey • look at talent review • look at your efficiency within exchange processes • individual coaching chats • ‘request for education’ • sampling • just ask! • Timeline • Outer Journey • Way of Delivery • Objectives • Content • Person responsible
- 21. learning and development D E L I V E RY E VA L U AT I O N • 70-20-10 theory • Learn, Engage, Activate, Deliver • What are the channels that you have? • Global Learning Environment • Feedback Assessment Form • KPI attached to skills-based training • Attendance/ Satisfaction Score
- 22. learning and development C H E C K T H E T M / O D W I K I T O D O W N L O A D T H E F U L L C O M P I L AT I O N O F L N D
- 23. learning and development N E X T S T E P S ? L I N K T H E E D U C AT I O N T O T H E J D / K P I M A K E P R O G R A M D E S I G N F O R L A S T 4 0 D AY S A N D Q U A RT E R 1
- 24. Education Role Timeline Operational Training Leadership Development Hard Skills Delivery e.g. Team Leader May June July August • soft skill development • attitude shaping ! •Operational learning • Organisational Knowledge •Global Competency Model •Hard skill development for LEAD/GCM and Operations