Indonesia

TALENT MANAGEMENT
check in
 how have you
educated this?
 what have
you achieved per
step?
REFLECTION
What is your role as
Vice President Talent
Management?
 Talent
Leader Processes
Manager

What is your role as

Vice President Talent
TMP/TLP
EB
Management?
Member

Human
Learning and
Resource
Development
Strategist
Are you balancing
being a leader,
manager and
AIESECer?
SITUATIONAL
LEADERSHIP
 SITUATIONAL LEADERSHIP
Diagnosis

Development
Developing your Competency
members over a period

Level
of time to reach the
highest level of Flexibility
performance and
development Commitment
Partnership

Self-Reliant Capable but Disillusioned Enthusiastic

Achiever (D4) Cautious Achiever Learner (D2) Beginner (D1)
(D3)
Moderate - High Low - some
High Competence Low Competence
Competence competence
High Commitment High Commitment
Variable Commitment Low Commitment
 SITUATIONAL LEADERSHIP
Diagnosis
1. You need to have the
ability and courage to look
at the situation and the
individual and accurately
and honestly assess their
development needs and
adjust your leadership
style to their needs
3. Reach agreement
about development
2. Assessing
development level is stage and what is
not about giving a the leadership style
rating, its about adjust needed from you to
leadership style and
reach the
implementing action
development and
organisational goals
 SITUATIONAL LEADERSHIP
Diagnosis
Capable but
Self-Reliant Disillusioned Enthusiastic
Cautious Achiever
Achiever (D4) Learner (D2) Beginner (D1)
(D3)
Discouraged,
overwhelmed,
Self-critical, doubtful,
confused, needs Inexperienced, Eager
capable, makes a
This individual is assurance that to learn, willing to take
productive
confident, inspired, mistakes are part of direction, excited and
contribution, insecure,
can inspire others, an the learning process, optimistic, can make
generally self-driven
expert, self-assured, unreliable, mistakes, not aware of
but needs continuous
accomplished and inconsistent, flashes what they dont know
challenges and
proactive. of competence but but need to know.
opportunities to stay
needs more
motivated
development and
knowledge
 SITUATIONAL LEADERSHIP
Diagnosis

Questions you can ask yourself about your members:

1. What is the goal/task they are currently undertaking

2. How strong are your members skills for this task?
3. How advanced are your members transferable skills
(eg. communication skills)
4. How inspired/enthusiastic/motivated is your member?
5. How confident/ self-assured is this individual?
 SITUATIONAL LEADERSHIP

D1 NEEDS OF D-1
1. Recognition of enthusiasm
2. Defining clear goals with timeline
3. Standards for what a good job looks like
4. Constantly learning new skills
5. Frequent feedback
6. Solutions to problems and challenges they
face
 SITUATIONAL LEADERSHIP

D2 NEEDS OF D-2
1.Clear Goals
2. Praise for making progress
3. Frequent Feedback
4. Coaching to build and refine skills
5. Constant rearmation of clarity of why for each
task/activity
6. Tips/tricks about how to do tasks more
eectively
 SITUATIONAL LEADERSHIP

D3 NEEDS OF D-3
1. An approachable mentor or coach
2. A kickstart to overcoming procrastination
3. Support to develop self-reliant problem solving
skills
4. Constant encouragement to develop confidence
within themselves
 SITUATIONAL LEADERSHIP

D4 NEEDS OF D-4
1. Variety and Challenges
2. Leadership Style: mentoring rather than manager
3. Authority and Responsibility
4. Trust
5. Opportunities to share knowledge and ideas
 SITUATIONAL LEADERSHIP
Flexibility Partnership

FOR NEXT TIME

JANUARY
 Talent Review and Follow Up (DDL 14/01):
Focus 1 1. Follow up from Talent Review
2. Restructure/Learning and Development/ Recruitment

Learning and Development:

Focus 2 1. Finalize LECs for Q3/Q4
2. Restructure/Learning and Development/ Recruitment

GCDP
Focus 3 1. EP and Intern LEAD: Planning & Buddy
2. oGCDP Summer & O-Peak Structures, Exchange Fair Structures, iGCDP
National Project, Summer AdHoc and Local project structures

Focus 4 GIP:
1. Sales Development Program: Recruitment/ TMP Assessment & Tracking
2. Structures for iGIP and oGIP
GCDP
Focus
INTERN LEAD

EP LEAD PLANNING
INTERN BUDDY GUIDE
http://www.myaiesec.net/
EP LEAD WIKI
http://www.myaiesec.net/
content/viewwiki.do? content/viewwiki.do?
contentid=10288851 contentid=10288851
 EP LEAD PLANNING

HAVE YOU MADE ONE YET?

WHO IS RESPONSIBLE?

WHAT ARE THE KPIs?

HOW IS iGCDP AND TM SNERGY?

INTERN BUDDY
Why is this
important?
 INTERN BUDDY GUIDE

INTERN
BUDDY
is the person responsible for
enabling interns inner journey.
Without this individual there is no
way for AIESEC to ensure, deliver
and measure that interns are
living a challenging and
purposeful experience.
 INTERN BUDDY GUIDE
Organisation
Market Value:
Value:
To achieve fulfillment of humankinds
a) Intern: Interns are promised a leadership
potential through higher quality
development experience. The Intern Buddy
experiences by fulfilling the inner and
will ensure this development
outer journey of leadership for interns
b) TN taker: To develop and enable Interns
with a role responsible for developing
to fulfill their JD to their best ability
and tracking leadership development of
c) Indonesia: Provide better interns to make
interns
impact for Indonesia

Personal Value:
Enable TMP to understand the
relevance of GCDP and exchange to
AIESEC.
Allow members to live a leadership
experience where they are in charge of
the development of others.
 Intern Buddy Objectives
A bridge between the intern, leadership development and AIESEC:
1 a) He/she needs to assist the intern and makes sure that the intern feels free to discuss
any problems or difficulties he might be facing.
b) He/she needs to ensure that interns are fulfilling the inner journey of their leadership
experience.

Quality Control:
a) He/she ensures and tracks that the intern has a quality experience.
2 b) Consistent and efficient interaction between interns and AIESEC members

A friendly face to introduce Indonesia:

a) He/she shows the intern the Indonesia culture, mentality, everyday life and tradition.
3 b) Helps interns to adjust and integrate themselves easier and faster in the new
environment
c) Facilitates direct relationship for the interns to communicate their needs
 Intern Buddy Process
Profile/ Introduction/
Recruitment/ Education/
Application/ Expectation
Selection Induction
Campaign Setting

Inner Journey
Mid-term Start-XP Pickup and
Tracking
Evaluation (PDP) Evaluation Settling

Inner
End-term Farewell & Showcasing
Journey
evaluation Recognition Impact
Tracking
 the incoming exchange intern experience.

TM iGCDP

LEARNING & SERVICE (ACCOM) &

DEVELOPMENT: EP LEAD SALES
Inner Journey OUTER JOURNEY
supported by AIESEC SUPPORTED BY AIESEC
EP LEAD WIKI
 Focus iGCDP
National Projects

1. Product packaging will be out next week thus you should

prepare to open an OCP position next week.

2. The important thing to remember is that iGCDP has a strict

timeline - so what can do you now to prepare?
Review structure, leadership pipelining etc.
 Focus iGCDP
SUMMER PROJECTS & ADHOC

1. Have you opened OCP and OC positions for Summer

Projects?

2. Have you opened MB and TMP positions for Summer

AdHoc?

3. Have you prepared for education of new OCPs, MB and

TMP?
 Focus oGCDP EXCHANGE FAIR, SUMMER & OFF-
PEAK

1. Have you opened OCP and OC positions for Exchange Fair?

2. Have you opened MB and TMP positions for Summer/O-

Peak Raising / Matching teams?

3. Have you prepared for education of new OCPs, MB and

TMP?
GIP
 Focus SALES DEVELOPMENT PROGRAM

1. How are you supporting iGIP, iGCDP and BD/ER through

SDP?

2. Local Rewards and Recognition program to motivate sales

members

3. Review Recruitment, current TMP and talent gaps, what is the

local training/tracking TM needs to deliver.
TIMELINE
 Focus STRUCTURES

1 Write down my specific iGIP goals: they should be defined per sub-product
and have specific targets (Industry, SME etc.)

2 Undergo backward planning using your conversion rate to further define

your goals and your sales team structure.

Negotiation
RE MA RA Sales Meeting
Meeting
Goal Goal Goal Goal
Goal

For suggested iGIP Structures please see: Number of

Average Team/Individual
Sales
productivity per Cold Calling
http://www.myaiesec.net/content/viewfile.do? Members/
sales member Goal
contentid=10288560 Structure
QnA
 National Talent
1 Management Survey

International Opportunities
2 for TMP/TLP

NEC: Talent Management

3 Meeting (28/01)

National Support Team

4 Applications

TM Jackets
5