AIESEC QUT

Talent Management Semester 2 Plan

AIESEC QUTs 2013 Vision

In 2013 AIESEC QUT will foster a passionate member base to drive exchange growth and build credibility amongst our stakeholders

Q: How does talent Management fit into this vision A: Everywhere; we will help foster the passionate member base so that they can promote and provide exchange experiences to our stakeholders and at their greatest capacity drive OGCDP and IGIP.

Talent Managements Vision

Talent Management at AIESEC QUT will ensure exchange growth by fostering strong bonds among AIESECers and providing our members with the required knowledge through an integrated leadership development experience.

Measures of Success (MOS)

Goal
TMP TLP Retention IXP

KPI
42 14 75% TBA

Definition
3 months on .net as TMP 3 months on .net in TLP Based on quarterly average from SONA 3 months on .net as TMP and Realised on Exchange in either GDCP or GIP Apply for a leadership position including OCP, TL, VP, LCP and SM

Pipeline

50%

Focus Areas
Sales Performance
All members are fulfilling expectations and taking steps to boost their performance and ability to promote AIESEC to our stakeholders. We believe that high performance comes from the knowledge, skills and willingness to complete tasks.

Integrated Experience
All members and EPS who engage with AIESEC are introduced to the various opportunities available to them as an AIESECer. They become engaged with both exchange and membership and participate in all LC activities.

Strategy 1: LCMs have high attendance and are a high quality contact point for the LC to bond share and learn
Initiative LCM policy details 3 strikes policy for members unless there is a valid reason (see LCM policy). Members must meet with their VP, VPTM and LCP once they have three strikes All EB members and TM TLs have input on LCM plan. A dry run is held before the LCM and all non-faci EB have clear expectations for the LCM VPs and Team Leaders will faci LCMs KPI 80% attendance of members to LCMs Feedback received and dry run for each LCM Each VP and TL facis 1 LCM

Collaborative input for LCMs Variety of Faci

Quality Forms

A quality form to capture members experience at each LCM for tracking general quality, feedback and key learnings

Quality rated positively at 80%

Strategy 2: An efficient recruitment based on competencies and long term HR needs

Initiative Long term HR plan details Each Semester TM will conduct a HR analysis with the EB to define HR needs for the next 6 months. This will determine the scope of recruitment needed for the following semester. All EB and Team Leaders will be included in the selection process. A selection day will be held where all EB will conduct a group activity and then separate into three groups to conduct interviews. In order to ensure we recruit the HR required for semester 2 and sustain the needed HR for the future. A HR plan will be made with the whole EB and reviewed each semester. All members are required to assist in the promotion of the membership program to students The induction will be structure like a 1 day AIESEC conference to integrate new members into the AIESEC culture As soon as possible. KPI We fulfil 95% of required HR for the next 6 months 2 Selection days attended by all EB and TLs All members and EB participate in promotions and all EB have competencies for each role in their team. 100% of new members complete induction

More efficient and inclusive selection Collaboration with all portfolios

Conference style induction

Goal setting and registration for new members

To ensure members have full access to information and have a good understand of their personal reason for being in AIESEC they will all complete registration on .net and complete a goal setting activity. The Goal setting activity is similar to personal plan however they are more brief work to align member personal goals with the AIESEC experience

100% of members are registered on .net and have completed the goal setting and CCIQ registration activity within 2 weeks of allocation

Strategy 3: Complete tracking of member experience performance and participation

Initiative Performance Tracking details A tracking document listing all LC activates will be used to track member participation and completion to weekly tasks. This document will be used to assign points to home groups. Regular nonparticipation and incompletion of events and tasks will be listed as a member in concern and need to meet with their VP and the VPTM to assess their commitment and further actions required. These surveys assess the quality of experience we are delivering to members and how likely they are to promote AIESEC to others. KPI Tracking document filled out each week and points awarded according to home group points system which will be presented at each LCM 100% of responses to surveys each month from July

Monthly Gallup and NPS surveys

Strategy 4: Short term and long term RnR based on desired performance of sales and participation
Initiative Homegroups with point system details Each member will be placed into a home group and be given points based on their performance in regards to participation in LC activity and sales activity (see home group points system) KPI Member productivity and participation remains and 80% of attendance to events and 90% of sales related tasks completed by the member base 90% of members attend RnR night 6 rewards for individuals and 6 awards for groups.

RnR night based on desired member performance Fortnightly reward for highest scoring individual member and home group

The EB in conjunction with the Performance and Development TL will determine what qualities and behaviours are desired in the LC. These will be the basis of the rewards given on RnR night Each month at LCM we will recognise the member who has achieved the individual most points and the home group who has the most points. Awards will be given to the winning member and team.

Strategy 5: Effective and relevant education to all members for sales and personal developement
Initiative You Tube channel details Videos will be shared with our members via a Youtube channel to the ensure all members have the ability to use our common platforms like Google docs, Podio and Myaiesec.net and to share leadership stories A new MEC is being created on a national level and will KPI Number of YouTube channels created All items on the MEC are delivered in workshops, retreats, LCMs and functional/cross functional training 80% of members attend the sales workshop 60% of members attend the leadership retreat

MEC implementation

Sales Workshop Leadership retreat

In the early half of Semester 2 a sales workshop will be run to teach members the skills needed to sell AIESEC to our various stakeholder During the semester 2 break week leadership retreat will be held to develop leadership skills in members and foster the intention to step up in all attendees. Each VP will create training session for their own members and work with other VPs for cross functional training sessions LCM will be a hub by which soft skills and required selling skills will be taught to the member base. In collaboration with the National plan a training needs analysis will be conducted to assess the skills and knowledge of members and effectiveness to our education initiatives

Functional and cross functional training sessions LCMs as an education hub Training Needs Analysis

80% of members fulfil their functional and cross functional education. Feedback from members about effectiveness of training 100% of members submit TNA

Strategy 6: Promotions, incentives and engagement to drive youth to have a integrated experience with AIESEC
Initiative Members on Exchange Pre-integration details Promotions and incentives for members to take on an Exchange opportunity All raised EPs will be asked to attend an EP induction prior to OPS and invited to specific LCMs and bonding events EPs who return to Australia will be met with their EP manager for a debrief and to promote further involvement in AIESECs membership programmes Promotions and conference will be used to incentivise conference attendance and reduce the financial burden of conferences KPI ?? 80% of raised EPS attend all Pre-integration events including OPS ?? EPs who become members 60% of the member base register to WanCon

Reintegration

Conference Attendance

Team Structure