1. AIESEC INDONESIA
!
Talent Management
Commission
March
MarchFocus
InternLEAD
Induction

2. Behaviour Change
Don’t be late
Deadlines are deadlines not
guidelines
Mutual Respect
Be responsible
Proactive Learning
Sharing is caring
Be your best, not the best.

3. Check In

4. February
RevIew

5. 1
2
3
Learning and Development
Allocation (iGCDP)
EP/INTERN LEAD

6. 0
0.25
0.5
0.75
1
UNHAS UA PMBS UPN Bandung UNILA PU UB
1
0.82
0.68
0.77
0.95
1
0.97
0
LC Monthly Retention Rate December - January
Comments:
!
From the data
shown, it is clear
that all LC’s should
be moving towards
ongoing recruitment
rather than
recruitment in
peaks.
Average
Retention
Rate: 88%
LC Recommendation
PMBS, UPN,
UB
1. Why did people leave? Could you have prevented it?
2. Conduct exit interviews asap. Use National Exit Interview
Template.
3. Do external recruitment to fill roles to prevent HR crisis.
4. If you are in this category, please schedule a chat with
MCVPTM to understand exit interview process
UA, PU,
Bandung
Great Job collecting the exit interviews!
1. What did they tell you about their experience? What are the
areas you can improve?
UNHAS,
UNILA
Great Job!
See what you did month that improved from last month and
replicate success!
National Retention
Rate
70
77.5
85
92.5
100
NOV DEC JAN
88
92
78
not
recorded
100% exit
interviews :)
100% exit
interviews :)
80% exit
interviews.not
recordednot
recorded
:):)

7. Learning and Development
0
1.25
2.5
3.75
5
UB UA UMM UNILA PU Bandung PMBS UNHAS UPN UI
Planned number of trainings Actual number of trainings
0
4
2
0
3
0
1
0
1
2
4
3
2
1
5
1
22
4
22
4
2 2
1
5
1
2
3
4
LC Recommendation
UMM, PU, UI It’s now been 2 months since you’ve had any learning and development events for your local committee. :( :( what happened?!
UA, UNILA
1. Please ensure that you are collecting attendance and feedback for every single learning and development event in your LC.
2. Conduct a membership survey and check Talent Review from Q2 to assess what education is needed.
3. Increase the frequency of L&D in your LC. Aim for 3-5 trainings each month.
UNHAS, UPN
1. Please ensure that you are collecting attendance and feedback for every single learning and development event in your LC.
2. Increase the frequency of L&D in your LC. Aim for 3-5 trainings per month.
Bandung, UB
Good work on collecting feedback and attendance!
1. What have you done with feedback? How have you improved your L&D?
2. Increase the frequency of L&D in your LC. Aim for 3-5 trainings per month.
75%
attendance
61%
attendance
72%
attendance
65%
satisfaction
85%
satisfaction
95%
satisfaction

8. 0
1
2
3
4
UB UA UNILA UMM PU Bandung PMBS UNHAS UPN UI
1
2.75
3.5
2
1
0.28
1.44
0
1
0
Average # of TLP applicants
Average number of applications
per TLP position
Comments:
!
There is HR crisis in
most LCs.
LC Recommendation
UNHAS,
UI,
Bandung
1. What is stopping applications for a higher role?
2. How are you communicating new positions to your membership?
3. How are you pipelining star or talent pool members for high role?
4. Are you running leadership development activities for your TMP?
5. Do you have talent planning tracker? So you can check when you need to open/promote new
positions?
UB, PU,
UPN,
UMM,
PMBS
1. (UPN, UB) Are you sure your learning and development events are effective? Are you
communicating the essence of leadership within each training?
2. (PU, UMM, PMBS) Please start to aim for 3-5 L&D events per month.
3. Assess how are you communicating new positions to your membership.
4. Do you have talent planning tracker? So you can check when you need to open/promote new
positions?
UA, UNILA
Good work on getting applications! Try to aim for 4-5!
1. How can you improve getting more applications for TLP?

9. Leadership Ratio
0
0.25
0.5
0.75
1
UNHAS Surabaya UB UA UMM PMBS UGM UNDIP Binus UPN Bandung UNSRI UNILA UI UNS PU
0.64
0.71
0.460.44
0.38
0.47
0.29
0.41
0.25
0.67
1
0.35
0.77
0
0.45
0.27
0.41
0.34
0.59
0.2
0
0.29
0
0.22
0.3
December January
Comments:
TLP ratio in most
LCs is still high.
Recommended ratio
is 0.25 - 0.35
LC Recommendation
UNS, UNILA, PU, UGM
Advice to change your structure has already been given. Re-planning has happened and you
haven’t changed your structure.
Please be aware you will have serious issues recruiting for EB, MB etc.
Please talk to your LC coach about a restructure,
Bandung, UPN, Binus,
UMM, UB
Your leadership ratios are still a little high.
1. Does every leader have 3 or more members?
UNHAS, UA, PMBS,
Good work! Your leadership ratio is quite good!
Do all your teams follow TMP-TLP Principles? Are you tracking the team purpose of each team?

10. 0
25
50
75
100
UB UA UMM UNILA PU Bandung PMBS UNHAS UPN UI
75
0
31
100
0
70
100
30
75
60
% of Local Committee planning to stay for Q1
LC Recommendation
UA, PU Please do a membership survey to find out this information - so that you will not have a HR crisis.
UMM, Bandung,
UNHAS, UI, UPN, UB
Be aware that you will approach an upcoming HR crisis - now you need to prepare!
1. Revise JDs within TM or make a small OC to handle Exit Interviews and Exit Process, have a
tracking tool so you can track the exit interviews being done.
2. Prepare for external recruitment
UNILA, PMBS
Good work!
1. Make sure you keep in touch with your membership often to track their future career plans
closely!

11. Key HR Issues
10%
10%
40%
40%
Capacity Learning and Development
Talent Tracking CultureGLE
Optimisation
Capacity of
TLPs
Upcoming
Transition
iGCDP OC/ HR
Crisis
Talent Tracking
Implementation
of EP LEAD
TLP Crisis
LEAD for TLPs
Culture blocking
succession
planning
Suggestions for MC
direction:
• Talent Tracking: Use National
Membership Tracking tool
• Culture: Education on how to
create culture within LCs
• Capacity of TLPs: TLP
Development Model and
national LEAD implementation
• EP LEAD: MCVPiGCDP/oGCDP
to track EP LEAD
implementation
• GLE Optimisation: Launch ELD
Library
• Transition: Launch national
transition tools
If you need coaching:
Be proactive! and please
reach out here
www.christinakelman.youc
anbook.me

13. recruitment
Life-Long
Connection
Prepare for
talent review

14. Recruitment
1. Conduct a HR survey to see who wishes to leave AIESEC and who re-
allocated through:
a) Goal Setting
b) Monthly Survey
c) Ask EB/ TLPs to fill in tracker
2. Review Talent Planning documents and start to plan your next recruitment.

15. Think of the following key questions:
1. How will you prepare your members, managers, directors and VPs to leave
AIESEC.
2. How will you ensure you have a good alumni system?
3. How will you ensure that the people leaving the organisation can fulfil the
LLC principles.
!
Actions:
1. Engage with learning partners to start updating members who are
graduating/ leaving AIESEC about potential job opportunity
2. Create LLC learning and development track - training members on how to sit
an interview, communicate their AIESEC experience, personal goal setting,
mentoring etc.
Life-Long
Connection

16. Talent Review is due on the 14th of April
Don’t forget!
!
Please start to plan your Talent Review and ask OCPs, Managers, Directors and
Vice Presidents to schedule their coaching chats etc.
!
Don’t miss the deadline!
Prepare for
talent review

17. transition
My
predecessor
didn’t transition
me properly
I started from
zero.
Most of the
problems I faced
during my term is
because of
transition

19. TM transition

20. TALENT
MANAGEMENT
and
iGCDP
synergy
synergysynergy
synergy
synergy
synergy

21. Yes, it’s back.
The Intern Buddy System

23. what does this mean?
organisation
workspace

24. what does this mean?
APP
item
Now, let’s move on to how to track your Intern
Buddies

25. • Please ensure that your Intern Buddies
have applied and gone through an
application process.
!
• Sample Application form attached
!
• Intern Buddies must be recorded for
safety and logistic reasons.
Step One: All Intern Buddies
need to be registered on the system.

26. • Please ensure the details are 100% correct for safety issues.
Step Two: All Interns post-match
need to be registered on the system.

27. Step Three: All Intern Statues need to be
updated by Intern Buddy or OC/iGCDP members.
What needs to be tracked?
• Assignment of Intern Buddy
• Expectation Setting
• Travel Details for Reception
• Reception
• Integration of Intern into Indonesia
• Experience Tracking - including CAT/PDP
• Attendance at Compulsory Events
• Intern Journal

28. Interns should have an intern
buddy directly after Matching.

29. What now?
!
two week trial
feedback
improvement

30. iGCDP Allocation
Tracking

31. the allocation
tracker must be
updated on a weekly
basis.

32. all summer
projects OCPS and
OCS must be
ALLOCATED.

33. induction
time

34. Induction Cycle

35. The Introduction Phase is the start of the Induction process and is comprised of mainly
actions the newie needs to accomplish to enter and complete the RA-MA-RE process.
!
• Read Newie Manual
• Get To Know
• Team
• Local Committee
• Leadership Team
• Register on my@.net
• Be assigned a role on my@.net
• Competency Assessment Tool

37. The Local Induction Day or conference is for the purpose of providing organisational
understanding and clarity for the intern. This is the main channel for attitude alignment,
organisational understanding and Clarity of Why for newies.
!
• One day Local Committee Induction or 2-3 day conference to break in and provide
organisational knowledge for membership.
• Content should include the following:
• Get to Know AIESEC
• AIESEC History & Values
• Opportunity Fair
• AIESEC Experience
• AIESEC Way
• Clarity of Why
• LC Reality
• LC Management and Structure
• Basic knowledge about exchange processes
• Basic my@.net knowledge

39. Operational Induction is a process of gaining operational knowledge and skills through
learning, practical experience and feedback. The process lasts for a period of 1 month
and TLPs should be rigorously prepared to deliver this process.
!
You can consider Operational Induction as a type of introductory ‘probation period’.
!
• Operational Induction functions on the 70-20-10 rule. 70% practical experience, 20%
education and 10% feedback from another individual who has been the same
experience.
• Operational Inductions differ per function.
• Recommended practical trainings should be implemented within weekly team
meetings or directly added to JD.
• Talent Management should track the implementation of operational induction.
• ELD Library is currently being aligned to support operational induction.

40. Operational Induction

41. Team Start Up can be considered as the ‘Forming’ stage in Team Development. The
team leader is responsible for delivering (and TM responsible for tracking) the creation
of:
!
• Team Purpose/ Stand/ Values
• Expectation Setting
• JD Alignment

42. Mentoring is a process in which newies can talk with a potential role model to guide
them through their first steps in AIESEC and set goals for the remainder of their
experience.
!
Mentoring is one of the most ‘fulfilment of humankind’s potential’ activities we have in
AIESEC.
!
Overal Guidelines for mentoring:
1. Mentors should be selected and allocations, alumni preferred, as mentors need to
have:
1. Experience, Perspective and Distance
2. Mentoring is focused on long-term development and does not have specific
organisational/ performance objectives in mind.

43. Closing Induction consists of wrapping up the induction process with the following
actions:
• Competency Assessment Tool/ PA
• Closing mentoring chat
• Feedback on the induction process & assess remaining knowledge/ skill gaps
• New or update on Goal Setting for TMP experience.
• Review JD

44. OKAY, BUT IT’S NOT INDUCTION
TIME NOW BRO…
TO DO:
!
1. Look over Operational Induction - do all my members have this knowledge?
2. Schedule time in EBM, ask VPs, Directors and managers to assess their member’s
knowledge.
3. Or send membership survey asking members questions related to knowledge or if
they can successfully complete those tasks.
4. Prepare for your next operational induction - eg. create an induction revolution etc.

45. Challenge Accepted:
Do all the teams in my
LC have:
!
- team purpose
- team plan
- team values
- expectation setting
Do all the individuals in my LC
have:
!
- JD
- Personal Goal Setting
- Allocated on my@.net
- coaching that is tracked and
timely
- reflection
- learning and development
tailored for the team.

47. Check out

48. there’s a big difference between being ‘the best’ and
being the best you can be.