AIESEC Academy | Pipeline Management
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The document provides guidance on talent pipeline management for AIESEC leaders. It defines talent pipeline management as how members progress through different roles during their AIESEC experience. The goals are to ensure the local committee has enough resources to achieve its goals and that members' development and progression is supported. Tools like a talent database and performance assessments should be used to track members' experiences and plan future human resource needs. Key things to identify include talent leaks, bottlenecks, and timing to efficiently allocate members and achieve results.
AIESEC Academy | Pipeline Management
- 1. Pipeline Management Manual Objective: For AIESEC leaders to understand how to manage and track pipeline . Delivered by: Jeovana Mendez Valdez, AIESEC Mexico Talent Management MCB & NST
- 2. What is Talent pipeline management? • • How our members flow from one role to another during their AIESEC Experience with the objective of increasing their development Have the right people in the right roles (efficient allocation) at the right time (effective flow) Goals of Talent pipeline management: • • • Ensure that LC will have enough human resources (TR, LR, X) to achieve it`s goals (in current period and in future). Ensure members move between AIESEC XP stages and gets quality experience. Ensure members development and their movement to the next level. Benefits Talent pipeline management: • • • • • • • understand what activities need to be done now identify key bottlenecks stopping from achieving your objectives talent bottlenecks Talent leaks (retention rate) decisions to increase capacity to achieve results results are sustainable coach others through questions to help them understand for themselves
- 3. To plan HR pipeline… • • That`s means that you need to plan – how many members (TR, LR, X) you will need in each period of your term Do not forget to plan HR needs for the end of your term – how will the LC look like, that you`ll leave to your successor. Which tools can we use for talent planning? • • • • First, Talent Capacity tools Use members database – to keep all recent information about XP of all your members. Base your HR pipeline on VP’s plans (to see how many TR, LR, X members LC will need in each period. Use Performance Assessment Meetings to track members performance and their future plans. Talent Management Data Base • • Put all information about members performance and their future plans into database Review your database every Q, after each allocation and before recruitment. (Send it with each Q report) Surname Name Current Position TMP/TLP Area Year of Birth End of position Mail Current Position #2 TMP/TLP Area Mobile Field of Studies End of Position #2 Current Position #3 TMP/TLP Area Year of Studies End of Position #3 Profile N Area Program Main responsibility Top 3 competencies Competencies Level Top 3 Hard Skills Hard Skill Level Availability in hours per week Quantity
- 4. Be strategic about talent •Think about how each position in the organization aligns with strategic priorities- this means, you’ve to differentiate your workforce and know what you’re going after for each position. Talent Planning Build and use viable channels •Establish “channels” to create viable candidate pools for potential openingsWhere will you find the right people, who will become active members and/or take leadership roles? Hint- start with current & former members (retention). Talent Promotion Focus on diversity •During selection, focus on recruiting diverse talent pipeline- diversity in your team if managed correctly gives your team an edge and will increase results. Be tactical when selecting candidates. Hint- use team/personality profiling Create an outstanding culture! •As the leader, you’re ultimately responsible for steering your people to achieve the team goal. One strategy that works is to create an outstanding team-culture. Make fun activities an explicit part of your job as a team manager. Identify your high potentials •Succession Planning is important, one of the first thing on your mind when you become a team leader in AIESEC should be- who in my team has the potential to replace me?- this means, you have to start preparing them for the start- we used to call this “sneaky stuff” Take a personal approach •As our faces are different, so is our problems, needs and aspirations- Know what is important to each of your team member- why did they join AIESEC, what do they want to get out of the experience? How can you make their work in AIESEC easier? Recognize & Reciprocate •Always recognize your member when they do a good job and even when you see they are putting a lot of efforts to do a good job but the results are not coming out. Establish relationships that are mutually beneficial- check on them to see if they are getting what they want out of AIESEC Review and Audit your Pipeline •As the leader, you’re ultimately responsible for reviewing what works and what doesn’t. It is best case practice to once in a while review and audit your pipeline- will it take you to the finish line? What else do you need to do?
- 5. Base your Education plan on HR pipeline – you see when you will need new leaders, when TR members will get new roles, when LC members will go to X – so provide them with needed education on time. IMPORTANT THINGS TO IDENTIFY • Leaks - directly impact the Retention Rate. • Bottlenecks - not using all your capacity. • Time – time to flow between opportunities. Identify how fast you can supply talents. • Output - How many members are finishing each stage. This is your capacity to deliver our promise to society: Change Agents!