LCP Talent Capacity Newsletter
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Transcript of LCP Talent Capacity Newsletter
Biggest Challenge
When you look at your membership , do you see source of your local chapter success ?
Are the membership and leadership at your disposal competent and committed to key LC goals this year ?
Are you executive board members skillful and motivated
enough to beat the competition and be ambitious for 2014 goal achievement?
Is their work getting better over time ?
2014
“If you answered yes to the questions, your local chapter is positioned for success. If you
answered no to any of them, you could benefit from this monthly
talent capacity report”
Health Status
January Month ( VP TM Performance)
Capacity ( Structure and recruitment process)
Experience delivery ( Matches on system)
Bangalore Delhi IIT Chandigarh Delhi University Navi Mumbai Jalandhar Indore Manipal
Chandigarh Jalandhar Chennai Manipal Hyderabad
GCDP ICX – DU , DI , Mumbai & Bangalore GCDP OGX – Hyderabad and Bangalore GIP ICX – Baroda , Bangalore , DU GIP OGX –Hyderabad, Jaipur , Chandigarh TMP – TLP –Chandigarh and Kolkata
Facts 434
545
607
514
0
100
200
300
400
500
600
700
2011 2012 2013 2014
Exchange Pipeline trend
GCDP
GIP
Total
Interestingly over the past 4 years our exchange pipeline has been poor, leading to a slow start for the new executive team and the local chapter. What is the reason behind the same ? Is it behavioral fault where the outgoing executive board don’t give their best in quarter 4 ? Or is it a fault in our planning stage where don’t even plan transition ? Learning from past – Plan with your executive board how should LC look like on Dec 31 ( Plan pipeline of HR and exchange)
96 maximum senior membership by AIESEC In
Hyderabad
10% RetenDon rate of February recruitment of
2013
AIESEC India has 900 senior members
Produc?vity ra?o -‐ 1 realiza?on we need 2 TMP
The Next Level Talent Move
Heard about AIESEC and now I am eager to join and be a team member in GCDP ICX
Got through interview , I am aware of the behaviors and skills required to perform in GCDP ICX
Prepare job descripDon
( MenDon JD , related behaviors and skills
required)
Case studies or Group discussion as filtraDon
level 1 Handle JD guide to selected applicant
Do behavioral Interview – automaDc allocaDon and more
ownership
.
Only 14 Local chapters have made progress towards program based recruitment after all resources and communication from the national
team!
AIESEC India will recruit 1300 members in GCDP GIP programs this February which is 40% less membership recruited then last year
indicating a positive change but now the challenge will lie on how to induct the membership into the culture of local chapter and drive
productivity from them.
As an LCP work with your VP TM on training and learning needs of senior and new membership. Operational Induction package sent by us
is one initiative which can get you close to the same
EB Management In the context of an AIESEC EB term, this period of February-March, post the initial rush of planning, AGM etc, is usually when the team gets into the phase of “Storming”. Storming is the phase where people start to push the boundaries that were created during the “forming” phase. This is the stage where most teams fail. Storming often starts when there is a conflict between the natural working styles of different team members. People work with different styles for various reasons. But if these styles cause unforeseen problems within the team, it causes frustration. Have you watched out for this as a LCP? If no, start now ! (Click here for help) If yes, have you found something that needs to be addressed? If you haven’t, you haven’t looked close enough ! To address the problem of different working styles on your EB, do take a look at Heron’s 6 Categories of Intervention. One of the ways to eliminate the problem of different working styles is by encouraging a culture of “effective help” within the team. Precisely how one delivers that help determines its success and also impacts the relationship with the person being helped. Heron’s model clearly helps you map this out for your team.
EB Management Are You creating the space for your EB to be that exemplary team? Is your team showing the way to all the other teams in your Local Committee? Let’s recap the team minimums here. I am assuming your team has met the first 3 minimums of “Team”, “Plan” & “JD” through the first 45 days of your term. Currently, are you laying enough emphasis on “Training” your team do deliver? Have you created a framework to “Track & Coach” them on a regular basis? Remember that making these processes interesting is a challenge in itself for a Leader. Keeping every team member engaged through the process of achieving these minimums is what you have to pay special attention to. Refer to Gagne’s Nine Levels of Learning to gain more clarity on how to make sure your team is being trained the right way. To gain more insight on basics of coaching your team, do refer the GROW Model of Coaching. It should give you a simple framework to implement
The Next Level Talent Move
The IT Talent Problem – CIM as a portfolio has evolved over the years in AIESEC India and even globally because of which it now offers solution to solve our supply and demand challenge. With so much importance of the same are we focusing on developing the IT talent in the local chapter ? Here are some ideas to develop pipeline for the program Build a rotational program – As VP TM work with your CIM head to spot the prospective IT talent available in the local chapter and try to rotate them in different programs. Involve your LCP – If you think rotation program is too much take upon build a team culture and involve your LCP during team journey. Make sure that your LCP spends enough time to emphasize the need of IT Embed your IT people into operations – Recruit membership for the department but let them work for 1 TMP cycle in operations.
From TM
Monthly N
ewsletter
Updates Innovative Training Solutions: The MC is making a dedicated effort at creating innovative training solutions to accompany strategy implantation. This is to cater to acquiring the interest of the average AIESEC India member and enhance their learning. Pratheek, an alumnus from AIESEC Bangalore, also a part of the NTT, has come down for MC workdays to help us deliver the same. Operational Induction: The “Game Changer” has been launched. If implemented in an effective manner, this is sure to drive a growth of 300% in the next 3 months for your LC.
Celebrate love week Mind-valley style Love Week Culture Video Love Week Blog post
Facing extreme stress in your term then learn to beat it -
How ? check this
3 Speaking skills you should try to make your
communication with others powerful.
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