Talent Management StructuresAll Programmes

START UP LC

LCVP TM

Member 1 &2

Member 2&3

NOTE:

• TM team has 3-4 people and LCVP however use the planning tool to plan exactly how many people

• TM Structure is established as per the programme focus (1 or 2 programmes at max for the LC) – the focus is important for Learning and Development however if the LC runs all programmes then capacity might be needed in all

JD along with key synergies, KPI and MoS

LCVP TM:• Plans for number of members needed and education cycle using planning

framework in synergy with exchange functions and marketing• LCVP in start up realities is responsible for Learning and Development

directly since he/she is probably the most experienced and can coordinate faster

• LCVP is leading members to ensure effective and optimized recruitment into the right structures

• LCVP in start up LCs is responsible for implementation and tracking of team minimums in synergy with all functions

• LCVP is responsible for an effective and fast induction process in synergy with EB team and Team Leaders in the LC

KPIs: Number of members in functions

and programmes, Time for new

member to start performing

MoS: Increase in Productivity

START UP LC

JD along with key synergies, KPI and MoS

KPIs: Number of members in functions

and programmes, Time for new

member to start performing

MoS: Increase in ProductivityMembers JD in start up LC:• Members understand the plan per month and quarter and work

with the marketing team for the right TMP Packaging • Members responsible for recruitment and coordination of

selection process in synergy with other teams • Members are supporting LCVP in induction and coordination of

education cycle

Intermediate and Advanced LC

NOTE: • TM Team has 2 core teams, one focused on building capacity

and the other focused on Learning and Team Minimums implementation

• Number of people needed is generally 8-10 people between both teams

• It is advised to have a TL for Capacity due to activities linked to promotion, recruitment and pipeline management and the need to lead recruitment teams

• TL for L&D only if the LC needs it and if you have pipeline for someone who is experienced to manage the role

• Try to have some people in TM with experience in doing exchange so that they understand the connection between TM and Operations better

LCVP TM

TL Capacity

Members

Members

TL L&D

Members

LCVP TM JD:• Plans for number of members needed and education cycle using planning framework in synergy with exchange functions and

marketing• Leads the capacity and Learning team to ensure coordination of all activities within TM and the right synergy with other

programmes and functions • Focused on driving IXP in the LC (especially if the LC wants to grow in any one of the OGX programmes)• Responsible to ensure implementation and detailed tracking of team minimums • Identifying key TM Challenge in the LC along with EB team and with support from MC to create the right strategy and action steps

for TM to drive exchange

Intermediate and Advanced LC

LCVP TM

TL Capacity

Members

Members

TL L&D

Members

TL Capacity JD:• Coordinate recruitment activities in

the Synergy with Marketing • Tracking of number of members in

each area and by each process • Pipeline management to ensure the LC

always has capacity to deliver • Work with LCVP to ensure the right

structures

TL L&D JD:

• Coordinate education and L&D in the LC

• Created education cycle based on exchange and recruitment timeline

• Tracking of increase in performance over a period of time, time it takes to perform, TMP Retention rate etc

Members are needed in Capacity team mainly

to support recruitment promotion and

selection coordination

Intermediate and Advanced LC

LCVP TM

TL Capacity

Members

Members

TL L&D

Members

KPIs: Number of members in functions

and programmes, Time for new

member to start performing

MoS: Increase in Productivity

• Your key KPI and strategy in the LC depends on your challenge• Eg: If your challenge is you want to grow a 100% in oGIP and you have only 2-3

members, maybe your solution is to get more of the right people and hence KPI is number of members

• Eg: If your challenge is 60% of members leave 2 weeks within recruitment, KPI is TMP Retention rate and solutions are around induction, product packaging etc

MATURE LC

LCVP Comm/ Marketing

Capacity Team

Member 1

Member 2

ALTERNATE Structure for Mature LC

LCVP Comm/

Marketing

Capacity Team

Member 1

Member 2

Programme coordinator

s

Programme 1

Programme 2

Programme Coordinator

s

Programme 3

Programme 4

• Programme coordinators are in the programme teams in order to ensure the right L&D and implementation of team minimums

• In this case the programme coordinators are still coordinating with LCVP TM but work in the respective programme teams to ensure focused support

Mature LC Capacity Team:

Programme Coordinators

• Work on aligning the Education cycle for specific programmes and support functions related to the programmes aligned to exchange timeline and recruitment

• Support with induction• Implementation and tracking of team minimums in the

LC• Works in synergy with capacity team to ensure timeline

works well and activities are aligned• KPIs are related to increase in productivity, TMP

Retention Rate, Time it takes to perform etc.

LCVP JD

• Designs TM Strategy with the Programme teams and LCPs• Sets clear KPIs and a goal for productivity across

programmes • Leads the Capacity team to ensure the right structures in

the LC • Leads the Programme coordinators to ensure

implementation of team minimums and coordination of L&D

• Tracking key data and information Eg: Pipeline management to manage TMP TLP and also to ensure it is driving results in the LC

• Coordinate recruitment activities in the Synergy with Marketing

• Tracking of number of members in each area and by each process

• Pipeline management to ensure the LC always has capacity to deliver

• Work with LCVP to ensure the right structures

Programme coordinator can also

be responsible for pushing IXP

Mature LC

KPIs: Number of members in functions

and programmes, Time for new

member to start performing

MoS: Increase in Productivity

In mature LCs it is even more important to measure productivity by programme to ensure back office is really supporting programmes in the right way and the right function (or people) are supporting the right programme

Here the programme coordinators are meant to make the synergy even better so ensure they are very well trained and have experience in operations preferably.

0 Be very clear how many members in the TM team are driving oGIP, how many members are driving oGCDP Goals and how many members are driving TMP Recruitment

0 Their KPIs should be related to capacity or L&D and more specifically related to the key challenge you are trying to solve

0 TM KPIs should be measurable 0 JD should be based on the programme they are driving 0 TM team has to support all programmes LC is running but pay

special effort to the focus programme

IMPORTANT

0 When calculating productivity for oGIP in the LC or MC, for number of members contributing to oGIP add the number of members from TM team whose goals and JD is about driving oGIP growth. Eg: 3 out of 7 members are working on oGIP and 4 on oGCDP then 3 members are included into oGIP productivity data and 4 into oGCDP Productivity data

Calculating productivity

0 We have given suggestions for number of members in TM teams, however to have the right number of people please use the TM Planning tool for MC and LC which will calculate based on your realization goals and your productivity

0 Link to the Planning tool – TMP TLP Clarity wiki

Number of members in Marketing Teams