hacking talent management

Hacking Talent ManagementJNC| AIESEC India

what have w e done so

far?

1

2

43 6

5

W e took you through backw ard planning for all programs and enabled you to create the ideal recruitment process for AIESEC

in India.

A part from the inferences w e

have made - what does this tell you?

1. M E M B E R S K N O W W H AT T O D O 2. M E M B E R S K N O W H O W T O I M P R O V E W H AT T H E Y D O 3. M E M B E R S WA N T T O D O W H AT T H E Y N E E D T O D O

this isn’t happening

so w e addressed point ONE in backw ard

planning. let’s address point T WO.

!2. M E M B E R S K N O W H O W T O I M P R O V E W H AT T H E Y D O

the question is: how can w e manage

performance as an organisation?

HAVE YOU FACED THIS BEFORE?

You are trying to rew ard the best performing member in

their job description - how w ill you do this as objectively as

possible?

A s per team minimums, TLP s must give a

monthly feedback chat

to each individual - how w ill they do this?

Seniors

Team MembersTeam Leaders

track

lead perform

Seniors

Team MembersTeam Leaders

track

lead performwhat is your role in performance management?

what are the key initiatives and processes that w ill drive your

performance and the performance of others?

Output (LCP): How can an LCP use a VPTM strategically and track an LCVPTM?

!

• VPTMs should present a monthly report of the membership in terms of results eg. retention/ productivity and team minimums. This w ill give

inferences to other VP programs about key people strategies they should be held accountable for.

Output (VPTM): How can a VPTM track themselves?

Key KPIs recognised for an LCVPTM: • Member Retention Rate - as per recruitment and as

per program • Productivity Rates for Programs • % of membership that are performing • # of applications for higher role • TMP TLP NPS and Response Rate

Output (VP Program): How can a VP Program use a VPTM?

!

• VPTM to track the performance on a fortnightly/ monthly basis as per the JD or Plan rather than the w eekly priorities/ to-dos in order to ensure that

the team performance is on track. • VPTM can then provide inputs to VP Programs about

the real productivity of their teams • Requires cooperation of the VP Programs • VP Programs can use monthly reports in EBMs

about membership in terms of key initiatives to drive TLP/team performance.

Key Question: How can you bring VP s on board w ith you - so that they w ill fill the trackers etc.?

Output (TLP): How can a TLP use a VPTM?• VPTM can gather self-evaluation and 360 feedback

to provide monthly feedback concerning performance/leadership etc. to the TLP s and VP s.

• This data can be gathered through surveys/ personal chats and group discussion

• key input: ensure you validate data - eg. “TLP says

that my members don’t perform because you gave me bad members, how ever TMP s say the TLP is not

attending meetings, not giving me feedback” etc.Key Question: How can you ensure TLP s use the feedback you give them?

Key Considerations for the future:• How can w e track the performance and development of our members? • What has been the follow up from the performance vs. potential curve?

P erformance • w e can track

performance through fulfilment of the Job Description

• Requires a P erformance A ppraisal Process

P otential: • W e need a competency

model to track

‘potential’

P erformanceJob Description: !Once JDs have been made for our membership - ensure that the follow ing process is follow ed: !1. Team Leader takes the Job Description to the member and negotiates the JD

in accordance w ith the individual need 2. W ithin that negotiation the Team Member is able to set targets for a set time

period eg. month/ quarter 3. Team Leader gives monthly feedback (in accordance w ith team minimums) to

the member 4. Every Quarter the team member and team leader separately fills out an

evaluation of their P erformance according to the JD and targets set. 5. Team Member and Team Leader have a meeting to compare the evaluations

and negotiate and come to a conclusion about the performance of the member, hopefully in a numerical format. eg. 89/100.

6. The meeting also allow s the Team Leader to give specific feedback regarding how the team member can increase their performance to the desired amount.

P otential

Competency Development/ A ssessment !Short Term Solution 1. Use the competency assessment tool on my@.net - every quarter TMP and

TLP fill a self evaluation and invite their team members/ team leaders to fill a 360 evaluation.

Long Term Solution 1. Devise competency assessment tool from the National Level based on the Inner and Outer Journey framew ork.

NOW, w e’ve talked alot.

but what are you going to do about it?

*check out the 90 Day Challenge