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