1.
STRATEGIC TALENT
PLANNING GUIDELINE
AIESEC in Vietnam 2014-2015

2.
“Failing to plan is planning to fail.”

3.
What will TM be like in three years? Do you have a clear
roadmap to get from today to your envisioned tomorrow?
Will you be a few steps closer to realizing your vision by
next year? No one can predict the future. But if you don’t
change anything, the future won’t be any different than
the past.
It’s odd that some people avoid strategic planning
because they consider it complex, costly and time-
intensive. In fact, strategic planning should be quick,
simple and easily executed. And strategic planning isn’t
just something to cross out of your to-do list or an annual
retreat. Instead, it should become a culture of strategic
thinking and a part of daily decision making.
 Reflects the values of the organization
 Inspires change and revision in
products and target markets
 Clearly defines the criteria for
achieving success
 Assists everyone in daily decision
making
A GOOD STRATEGIC PLAN ACHIEVE
THE FOLLOWING
LAYING THE FOUNDATION
Clean up the confusion about strategic planning

4.
 Executed through operations
that generated value to our
customers
 Identify clear trade-offs and
clarify what not to do
 Focus con activities that fit
together and reinforce each
other.
 Drive continual improvement
in our organization and move
it towards our vision
A formalized roadmap
that describes how you
execute the chosen
strategy.
A coordinated and systematic
process to develop your
strategic plan
LAYING THE FOUNDATION
Clean up the confusion about strategic planning
STRATEGY A STRATEGIC PLAN STRATEGIC PLANNING
NOT TO OVERSIMPLIFY THE PROCESS,
BUT BASICALLY STRATEGIC PLANNING
CAN BE BROKEN DOWN INTO 3 AREAS
 Where are we now
 Where are we going?
 How will we get there?

5.
LAYING THE FOUNDATION
Why strategic planning impact your growth?
BIG PICTURE, LONG-
TERM THINKING
BE PROACTIVE INSTEAD
OF REACTIVE
ENSURE ALIGNMENT
WITH ORGANIZATIONAL
VISION
EFFECTIVE ALLOCATION
OF RESOURCES (HR,
FINANCE)
INCREASE MEMBER
COMMITMENT AND
OWNERSHIP
PRIORITIZE ACTIVITIES,
IDENTIFY HIGH-GROWTH
STRATEGIES

6.
LAYING THE FOUNDATION
Assess your “readiness” for strategic planning!
 You have complete commitment and support from LCP and EB Team.
 You have clarified roles and expectations for all participants in the planning process, including
who will contribute to the plan and who will be the decision maker.
 You are open to learn about and respond to information collected from internal and external
sources so you don’t plan in a vacuum.
 You have a planning team comprised of big picture thinkers, action-oriented members.
 You are willing to be inclusive and encourage broad participation so that everyone feels
ownership of the plan and energized by the process.
 Everyone understands the purpose of planning, what it is and is not. You have consensus about
the desired outcomes of the planning process.
 You are open to looking beyond the status quo to find new ways of doing things, a willingness to
ask the hard questions, face difficult choices, and make decisions that are best for our
organization
 You want our organization to grow.

7.
Ideally, you may want to answer all the
questions with a “YES!”. But that may no be
possible.
Of all the questions, the most important one is…
“DO YOU WANT
TO GROW?”

8.
LAYING THE FOUNDATION
Tips to make things go smoothly
DON’T OVERPLAN
COMMIT TO YOUR
SCHEDULE
MAKE EVERYONE
FEEL INCLUDED
CELEBRATE
SUCCESS
Sometimes we become
too ambitious and
overwhelm our team
with the amount of work
that needs to get done.
Double check the one
week later with your
predecessor to make
sure it still makes sense!
Set a very specific
deadline for when the
plan needs to be
completed. Additionally,
set the schedule for
strategic plan review
and reporting.
Openly communicate
who’s involved in which
step of the process.
Explain how everyone’s
inputs is being colicited
and how it’s being used!
No matter what you do or
where you are in strategic
planning agenda, end your
day on a high note.
Do something fun like
playing a quick game or go
out for bonding. Don’t let it
end with everyone feeling
overwhelmed and brain
dead!

9.
LOOKING
BACKWARD TO
MOVE FORWARD
SIZING UP YOUR
CURRENT
SITUATION
MOVING INTO THE
FUTURE
CREATING AND
MAKING THE
MOST OF YOUR
PLAN
Strategic planning process

10.
LOOKING
BACKWARD TO
MOVE FORWARD
SIZING UP YOUR
CURRENT
SITUATION
MOVING INTO THE
FUTURE
CREATING AND
MAKING THE
MOST OF YOUR
PLAN
STEP #1

11.
LOOKING
BACKWARD TO
MOVE FORWARD
SIZING UP YOUR
CURRENT
SITUATION
MOVING INTO THE
FUTURE
CREATING AND
MAKING THE
MOST OF YOUR
PLAN
Reviewing what
happened last year
RECOGNIZE WHAT
WE ACHIEVED
 What goals did we achieve? Why?
 What challenges did we overcome? How?
 What projects were successful? Why?
 What improvement did we make on our operations?
 Who joined our team?
UNDERSTAND
WHY WE FAILED
 What lessons did we learn last year?
 What decisions would we have changed in the past year?
 What goals or projects did we not finish? Why?
 What roadblocks do we keep stumbling into? Why?
 What challenges did we fail to meet over the past years? Why?
TM KPIs
EVALUATION
TM ANNUAL AUDIT
You can access this link to get an example of TM
audit from AIESEC in Kolkata

12.
LOOKING
BACKWARD TO
MOVE FORWARD
SIZING UP YOUR
CURRENT
SITUATION
MOVING INTO THE
FUTURE
CREATING AND
MAKING THE
MOST OF YOUR
PLAN
STEP #2

13.
LOOKING
BACKWARD TO
MOVE FORWARD
SIZING UP YOUR
CURRENT
SITUATION
MOVING INTO THE
FUTURE
CREATING AND
MAKING THE
MOST OF YOUR
PLANSWOT Analysis
To move from where you are today to where you want to go, you have to determine your STRATEGIC
POSITION, where you stand today. You get an assessment of what’s working, what’s not, the things
you need to fix, and the things that can wait.
 Strategies and direction
 Functional productivity
 HR capacity
 Pipeline management
 Operational processes
 Tracking system
(infrastructure)
 Internal communication
channel
 Functional knowledge
management
 Innovation
 TM branding
 Synergies
 Organizational legality
 Technologies
 Social trends
 Markets (TMP/TLP Rec)
 Competitors
INTERNAL
EXTERNAL
ABOUT YOU

14.
LOOKING
BACKWARD TO
MOVE FORWARD
SIZING UP YOUR
CURRENT
SITUATION
MOVING INTO THE
FUTURE
CREATING AND
MAKING THE
MOST OF YOUR
PLANEmbrace your assets
HUMAN CAPITAL
Having the right
people in the right
seat
How well is your TM function doing at
 Recruiting TM members
 Developing TM members
 Retaining TM members
ORGANIZATIONAL
CAPITAL
Your team culture
Imagine your team as a bus, now
 How does it feel to be on your bus?
 Do your TM members like going on the bus?
 Is everyone getting along?
 Is someone driving the bus?
 What is your team culure look like now?
KNOWLEDGE
CAPITAL
Knowing what you
already know
“Not-so-fun” fact: Up to 70% of what employee do is nothing more than reinventing what
their organization had discovered previously.
Don’t waste time figuring out what someone else in the org has disvocered. Information is
an tangible asset that can be a significant competitive advantage if you can harness it.
WHAT TYPES OFTANGIBLE
AND INTANGIBLE
ASSETS YOU ARE HAVING???
ABOUT YOU

15.
LOOKING
BACKWARD TO
MOVE FORWARD
SIZING UP YOUR
CURRENT
SITUATION
MOVING INTO THE
FUTURE
CREATING AND
MAKING THE
MOST OF YOUR
PLANTalent capacity bottlenecks
Remember the talent capacity model?
DISCUSS IT WITH BOTH
OUTGOING AND INCOMING EB
FOR BETTER INPUTS!
IDENTIFY SPECIFIC TALENT
CAPACITY BOTTLENECKS OF
EACH FUNCTION/ PROGRAM
ENVISION SPECIFIC PROJECTS
THAT COULD SOLVE THESE
TALENT CAPACITY BOTTLENECKS
ABOUT YOUR LC

16.
LOOKING
BACKWARD TO
MOVE FORWARD
SIZING UP YOUR
CURRENT
SITUATION
MOVING INTO THE
FUTURE
CREATING AND
MAKING THE
MOST OF YOUR
PLAN
Seeing TM through members’ eyes
Obtaining feedbacks1
 What are we doing that’s great? What is
working?
 What isn’t working and needs improvement?
 What else would you like to see from TM?
What else could we do to make your AIESEC
experience better?
SURVEY FOCUS GROUP
Satisfaction analysis (NPS)2
 What are your top 3 promoter issues?
 What are your top 3 detractor issues?
 What are top reasons for leaking-outs?
NPS
RETENTION
RATE
ABOUT YOUR LC

17.
LOOKING
BACKWARD TO
MOVE FORWARD
SIZING UP YOUR
CURRENT
SITUATION
MOVING INTO THE
FUTURE
CREATING AND
MAKING THE
MOST OF YOUR
PLAN
STEP #3
Recommended
to do with
flipcharts

18.
LOOKING
BACKWARD TO
MOVE FORWARD
SIZING UP YOUR
CURRENT
SITUATION
MOVING INTO THE
FUTURE
CREATING AND
MAKING THE
MOST OF YOUR
PLAN
Growth: It’s not just
for kids anymore
IMPROVE TM
OPERATIONAL
PROCESSES
How can you improve
your operation and
make it more
productive?
Consider all the inputs you have had and define key projects for your term. Here are 3 key areas to
help you center your projects around!
LEAVING
LEGACIES FOR
THE FUTURE
 What legacies do you
want to leave for the
future?
 What new services
you want to develop
for TMP/TLP product?
SYNERGIES
WITH OTHER
FUNCTIONS
 What talent capacity
bottlenecks need to be
solved?
 How will the synergies
improve exchange
results?
FUNCTIONAL
PROJECTS
LEGACY
PROJECTS
SYNERGY
PROJECTS

19.
LOOKING
BACKWARD TO
MOVE FORWARD
SIZING UP YOUR
CURRENT
SITUATION
MOVING INTO THE
FUTURE
CREATING AND
MAKING THE
MOST OF YOUR
PLAN
Establish your
strategic priorities
EVALUATE
ALL YOUR
PROJECTS
CHOOSING
YOUR
PRIOIRITIES
BALANCING
YOUR
STRATEGIC
PRIORITIES
TURNING
PROJECTS
GOALS AND
ACTIONS
 Define main
deliverables: key
tasks to be done
in the project
 Define key MoS
for the project
 Remember to be
S.M.A.R.T
How are you going
to allocate your
limited resource into
each project?
 HR
 Time
 Finance
 What’s more
urgent?
 What’s more
important?

20.
LOOKING
BACKWARD TO
MOVE FORWARD
SIZING UP YOUR
CURRENT
SITUATION
MOVING INTO THE
FUTURE
CREATING AND
MAKING THE
MOST OF YOUR
PLAN
STEP #4

21.
Assembling your strategic plan
LOOKING
BACKWARD TO
MOVE FORWARD
SIZING UP YOUR
CURRENT
SITUATION
MOVING INTO THE
FUTURE
CREATING AND
MAKING THE
MOST OF YOUR
PLAN
Putting your plan
together
1
WHY THIS PART IS
SO IMPORTANT?
 The strategic direction becomes clear. Without bringing everything together
in one document, your plan is just a bunch of different parts. When the parts
become whole, you clearlr see how you can reach your vision.
 Ideas become action. Up until now, you’ve developed and collected a bunch
of great ideas. By formalizing them into a plan, you can develop action plans
and assess the financial viability of your choices.
 Gaps are identified. With everthing in one place, stand back and evaluate
your plan. Does it make sense? Are your goals supporting one another? Have
you missed anything?
With all the work you have done up to know, it’s time to put everything in one comprehensive document

22.
LOOKING
BACKWARD TO
MOVE FORWARD
SIZING UP YOUR
CURRENT
SITUATION
MOVING INTO THE
FUTURE
CREATING AND
MAKING THE
MOST OF YOUR
PLAN
Putting your plan
together

23.
LOOKING
BACKWARD TO
MOVE FORWARD
SIZING UP YOUR
CURRENT
SITUATION
MOVING INTO THE
FUTURE
CREATING AND
MAKING THE
MOST OF YOUR
PLAN
Putting your plan
together
Evaluate your strategic plan, ensuring your plan make sense!2
STRATEGIC PLAN
EVALUATION
CHECKLIST
 Is your plan aligned with TM strategic role?
 Is your plan realistic? Overplanning is a common problem. Consider pushing
some deadlines out further than you originally anticipated.
 Is your plan integrated? Make sure all the elements of your plan support
each other.
 Is your plan balanced? Make sure you have a balance between financial,
target customer, TM year calendar, TM member workload and learning
outcomes.
 Is the plan complete? Identify any holes in your plan or potential activities
that are not supported
 Is the document clear? Make sure your plan is explicit so everyone knows
what’s intended

24.
LOOKING
BACKWARD TO
MOVE FORWARD
SIZING UP YOUR
CURRENT
SITUATION
MOVING INTO THE
FUTURE
CREATING AND
MAKING THE
MOST OF YOUR
PLAN
Putting your plan to
work
COMMUNICATE,
COMMUNICATE,
COMMUNICATE!
HOLDING
PEOPLE
ACCOUNTABLE
TRACKING AND
REVIEWING
Don’t assume that individuals
will automatically buy in to your
plan. Getting people involved
on the back end of the planning
process through feedback
meetings!
You can also take a step further
by sharing the plan with other
VPTMs. An open approach can
generate more helpful ideas
and suggestions to your plan!
 Create your own
individual plan
 Divide members into
specific projects.
Ensure they have
individual plan/ monthly
goal setting
Every quarter review, evaluate
plan implementation by asking
these question:
 Will the goals be achieved
witin the time frame of the
plan? If not, why?
 Should the deadlines be
modified? Why are you behind
schedules?
 Are the deliverables and MoS
still realistics?
 Should our focus be changed?
If yes, why and how?

25.
LOOKING
BACKWARD TO
MOVE FORWARD
SIZING UP YOUR
CURRENT
SITUATION
MOVING INTO THE
FUTURE
CREATING AND
MAKING THE
MOST OF YOUR
PLAN
Strategic planning process
   
ALL DONE!

26.
This whole process may seem a little bit
complicated at first!
BUT TAKE SOME MINUTE TO GO THROUGH
THIS OLD TRICKS AGAIN!

27.
HOW DO YOU PUT A GIRAFFE INTO A REFRIGERATOR?
Open the refrigerator, put the giraffe in, and close the door!
HOW DO YOU PUT AN ELEPHANT INTO A REFRIGERATOR?
Open the refrigerator, take out the giraffe, put the elephant in, and close the door!
THE LION KING HOLDS AN ANIMAL CONFERENCE. ALL ANIMAL ATTEND EXCEPT ONE.
WHICH ANIMAL DOESN’T ATTEND?
The elephant! Because it’s in the fridge!
THERE’S A RIVER YOU MUST CROSS. BUT IT’S INHABITED BY CROCODILES. HOW DO
YOU MANAGE IT?
Just swim across! All crocodiles are attending the animal conference, remember?

28.
90% professionals get
all wrong answers
Many preschoolers get
many right answers
DO YOU
KNOW

29.
Sometimes we ourselves just over-complicate things!

30.
DO THE THINGS
AND YOU SHALL
HAVE THE POWER
HAPPY PLANNING!