Talent Management

Connecting people to organization.

Love messages

Hello VPs TM (officially!) :)

Missing all the square dances and waking up in the early morning? Well, I guess all of us are having Post Conference Syndrome (PCS):

Post Conference Syndrome:


  • Ecstacy
  • Enormous energy to continue their slavery while believing they are the future leaders – Most of AIESECERS work their asses off for free, just like slaves. But not only that they are happy about it, they are addicted to their work, and they get even more addicted by every conference they attend.
  • Suspending or questioning their previous beliefs

Treatment: There is no known medical treatment, no pills, but time is quite an efficient way of PCS treatment

Anyways, it's really amazing to meet all of you again after National Transition Camp in May. All of you have grown so fast in these two months! Thank you for sparing your 6 days 5 nights in NatCon and I believe that we had some good time especially during our functional time! :) To be honest, I'm impressed by your pump-ed up spirit to make our TMP/TLP a better one! Let's continue this spirit to kick start the term! :)


MJ & Lee Hsiang.

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What's Next?

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Job Analysis!

Kindly share this Job Analysis form with team leaders/team members from your previous term in order to assist us in creating Job Description in this weekend! https://docs.google.com/forms/d/17NmRlglBHN0PxkHFDTklgn22cj6e3__tLMG_aX20gEA/viewform

TO DO LIST - Your first 90 days

1. Member Engagement

The most effective way of engaging members is to assign them an active role with JD. Allocating your current members to supporting departments allows them to:

1. Utilize their past experience in AIESEC in supporting organizational growth

2. Maximize talent capacity in which almost all supporting departments are working during summer (TM, MarComm, BD and FL).

3. As we mentioned earlier, new members are NOT encouraged to be allocated in supporting departments (at least for TM). We will further ask for justification for allocating new members in TM.

Most of the members are 'hibernating'/do not see the value of joining supporting departments as they see them just 'supporting' instead of operating. Communicate. communicate and communicate. Spend some time to talk to them and rebrand supporting departments as they are the contributing pillars of the organization too!

To support, you must first understand. Believe me, the ROI of having senior members in your department is higher than the training cost of new members because they have been through at least one year of AIESEC experience. So, start working on it now! :)

Remember the Golden Rule of 70:30.

70% of your talents should be in your exchange departments and 30% should be in your supporting departments.

2. Talent Planning

Start approaching your fellow VPs to update on Talent Planning and design on JD! (Special thanks to Ah Chow for kindly sharing JD template on FB group!) Remember, doing Talent Planning is not sole responsible of VP TM, but it's a collective effort from the whole EB team. Get the talent planning tool HERE!

TIPS: To gain more ownership, you might advise VPs to involve directors/managers in Talent Planning discussion.

3. LEC

Don't waste your time while waiting for the output of LEC, start crafting your own education cycle for your LC! Instead of spoon-feeding them, at least every VP will have some ideas on their functional training session to members. Once the LEC output is released, you can localize them according to LC reality :)

MyAIESEC.net is a very useful library!


Ah. TM is always busy for our member development.

Headache about the Facilitators and Chair? We have a list of talents for you! Click HERE

They are a pool of people who attended LTtT and showed interest in facilitating. Don't worry if you do not know anyone of them as you can always approach the AIESECers in the LC itself! :)

How to choose the right Facilitators?

"Always do your backward planning."

First, you must know what kind of culture you and your EB team would like to create during LLDS as it is the first AIESEC exposure to the members. Communicate this message with your chair and do the faci selection together! :)

5. Member Database

Please fill up your LC member database HERE!

P.S. Only team leaders have the right to edit :)

6. MyAIESEC.net

Do you have the admin right at the right corner of myaiesec.net? If no, it means that you are not an EB yet! Please remind your LCP to create an EB team (Select President/EB) on myaiesec.net first and assign roles to respective teams. It's important for daily operations (especially for exchange departments) till the launching of Big AIESEC online :)

In addition, the new era of information system is coming soon! Watch the sneak peak of GIS TMP/TLP system HERE :)

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let me date you

1. Train the Trainers

The Train the Trainer (TtT) seminar is a seminar to equip you with the necessary soft skills, mindset and know-how to facilitate groups and conduct trainings. It can be your first step towards becoming a confident and competent trainer and facilitators to develop your members!

Proposed dates for TtT (Please share the dates with all your Team Leaders)

1. NTtT (only for delegates who attended LTtT) : 9th - 10th August

2. Central region LTtT : 24th - 25th August, 21st - 22nd September

3. Northern region LTtT : 7th - 8th September

HELP! Venue needed for Northern region! Anyone? :)

2. Functional Visit

Most voted date: 30- 31 August

Topic of discussion: MRD, IC output and Local Education Cycle.

Food for Thoughts

Connecting people to organization?

TM in AIESEC in Malaysia have always been focused on basic talent management—acquiring, hiring and retaining members. But, to drive optimal levels of success (10500 goals), we need engaged, high-performing members! The key to inciting a workforce to greatness is to align talent management with organizational strategy, define consistent leadership criteria across all functional areas, and identify specific competencies (analytical, technical, education, experience) to cultivate for continuing growth.

The success of organization can be defined by the success of talent management. A strategic talent management plan allows you to:

  • Become "proactive" versus "reactive". Fill your critical talent management needs and address organizational changes.
  • Identify essential skills to be developed in members, and minimize training sessions (10%) and time by focusing on key development areas; and
  • Improve your recruiting process by identifying high-quality candidates using job descriptions holding our uniquely AIESEC values.

Align Individual Goals with Organizational Strategy

The best talent management plan is closely aligned with the organizational’s strategic plan and overall organizational needs. Thus, as TMers we need to understand each respective functional strategy in order to cater our talent strategy. Goal alignment is a powerful management tool that not only clarifies job roles for individual employees, but also demonstrates value of your members to the organization. When you engage member in their work through inidvidual goal alignment, you create greater employee ownership in your organization's ultimate success; they become more committed to your organization and achieve higher levels of job performance.

To achieve "goal alignment" in your organization, you must first clearly communicate your role as TM across LC. By allowing team leaders to access and view the goals of other departments, your organization can greatly reduce redundancy. Goal sharing also helps departmental leaders find ways to better support each other, as well as identify areas where they may be unintentionally working at cross purposes. With everyone working together toward the same objectives, the organization can execute strategy faster, with more flexibility and adaptability. Essentially, goal alignment strengthens your leadership and creates organizational agility by allowing team leaders to:

  • Focus members’ efforts on organizational's most important goals (oGCDP and iGIP);
  • Understand more clearly all responsibilities associated with specific goals; and
  • Strengthen accountability by assigning measurable and clearly articulated goals that are visible company-wide.

Modified from: Unknown TM article

I got the feeling

"Feel appreciation for those who provide examples of well-being. How would you know that prosperity was possible if there wasn't some evidence of prosperity around you? It's all part of this contrast that helps you to sharpen your desire." ~ Abraham-Hicks

Everyone has the needs to be recognized and feel appreciated. How strong the appreciation culture in your LC? :)

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