GCDP – Talent Capacity

Talent Capacity for GCDP

Why is it important?

TMP-TLP has to drive GCDP for growth, therefore structures and learning systems are crucial.

What results it can bring to my entity?• Exchange culture in LCs to be developed• Members more involved to work for the purpose of AIESEC• Increasing productivity per member• Increasing production capacity of a LC• Ensuring better learning and development of members• Better synergy between front and back offices.

Talent Capacity for GCDP

What to consider for re-planning• Revise the TC summit output with your MC• Immediate implementation of the suggested (project based) structure• Clarify responsibilities of OD and TM within talent capacity• Revise the learning and development plan according to the guidelines.

Hidden checkpoint! Good to see that you’re checking output. As a reward: Go to MCPs FB group, find the post that announces STM output released, and post a random (it could be very random) question as a comment to any ST member. Your questions will be answered for sure.

Find more information in the TC summit output: http://www.myaiesec.net/content/viewwiki.do?contentid=10276780

and attend AI virtual consultancy week (19th-21st Nov)

Talent Capacity for GCDP

Implementation inputs

• MCP, TM and OD must study the entire TC summit output and define the implementation plan and responsibilities together.

• Set KPIs to evaluate and track implementation, e.g. productivity per member.

• Restructuring in LCs should start in the first physical touch point with LCs to be aligned with the EB 2014 structure and next recruitment peak.

• Restructuring requires a big change. Help LCs to discuss and understand the need for it to gain their commitment and together validate the structures.

• Track the implementation weekly in the first period, gradually decrease the intensity of tracking after achieving significant milestones.

• Strongly recommend the structure of the EB from MC level, e.g. communicate that positions (e.g. LCVP IM in a >30X LC) that are not recommended, will not be supported/addressed from MC

• Adjust the national and local education cycle to the new structure

Capacity - implementation timelineM

C a

lign

me

nt Study the TC summit output and create a vision of the change and create your implementation timeline and responsibilities within MC

LCP

alig

nmen

t Present and discuss the output. Agree on the new national and local structures. Train about selection and reallocation in the LC EB.

Nat

ion

al e

duc

atio

n Further education on change management for LCs from MC and close progress tracking

November December December

Nat

iona

l Edu

catio

n Utilise national conference for further education for EBe and membership according to L&D output

Impl

emen

tatio

n Implementation of the structure should happen between natco and IPM. Track it frequently, e.g. coaching calls, clear timelines and milestones.

Che

ck p

oint

s, e

du IPM is a check point to evaluate implementation of the structure change.

AI education about change management

December/January December-February IPM

Q: What if I already have a new EB team selected in the old structure?E.g. if your Ebs already have a VP IM and the TC output does not suggest to have such VP, you could transform his JD into a 2nd VP iGCDP.

L&D – implementation timeline

Define the needsDefine the timeline for every programme and general needs

Define the content for every cluster and what needs to be done

Communicate to LCPs and LCVPs the

timeline

Engage the MCVPs, NSTs and top LCP or LCVPs in the delivery

of the content

Track the implementation

through surveys/calls.. for the participants

Track and follow up on the results achieved due to the trainings