TM drives Exchange

Purpose of this session

ü  Understand the impact of Talent Management in a broader context

ü  Understand the Talent Management Strategy framework

ü  You gain clarity about a systematic TM approach on the local level.

Clarity of the TM area

It is all about perception and new perspectives

Take a walk through the room and read about current HR trends.

Note down your findings.

What is interesting? What is new/suprising?

What did you not see before? 10 minutes

Share with your neighbour

5 Minutes

Current TM problems

Retention Rate Membership duration of 1 year

Current TM problems

Membership efficiency How many members are achieving exchange?

x 0,6  

Current TM problems

Aligned education What kind of knowledge do I need?

?

Succession planning and retention rate

Filling of vacant positions and having a talent pool

Open the envelope and follow the instructions

Problem statements

# 1 AIESEC‘s Talent Management is not externally relevant.

#2 Talent Management is not contributing to the

exchange functions. #3 Talent Management is not the function it should

be.

„The greatest danger in all times of turbulence it not the turbulence, but acting with the yesterdays logic“

(Drucker 1993)

Talent Management Strategy

Vgl.  Steinweg  2009.  S.  2  

Talent Management Strategy

Vgl.  Steinweg  2009.  S.  2  

Organisational Strategy

Strategy

•  Goalsetting with situation analysis"

•  Planning of activities with roles and responsibilites"

•  Determination of KPIs for evaluation"

•  Provision of instruments e.g. competence model"

Talent Management Strategy

TMS is an integrated part of the business strategy.

We are developing a learning organisation to react to changes

Translate business strategy into TMS

goals

Organisational Strategy

Talent Management Strategy

•  Leadership style of people- and result-orientation"

•  MC is integrated and engaged"

•  Members demonstrate openness for changes and development"

•  HR manager is business partner"

Culture"The organisationsal culture is the basis of all the strategies. Culture is built by the people by their behaviours and attitudes.

Talent Management Strategy

HR practices

Performance evaluation

Talent identification

Succession planning

Member development

Member retention

Member recruitment

Talent Management Strategy HR practices

We can‘t just focus single HR practices – we need to see the bigger picture and

put them into context.

Strategic Lean Smart

Talent Management needs to become

Talent Management is not only playing a crucial role in the corporate sector – also AIESEC as an organisation needs to clearly focus on

member development.

TM can‘t allow itself anymore to only play a local role.

By embracing all TM processes and aligning them to the front office, the talent capacity for for GIP and GCDP can be more systematic.