Post on 29-Jan-2016
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“Don’t ever let someone tell you that you can’t do something. Not even me. You got a dream, you gotta protect it. When people can’t do something themselves, they’re
gonna tell you that you can’t do it.
You want something, go get it. Period.”
-Will Smith (The pursuit of Happines Film)
Presents.
MCVP TM
application
Ramón Villa
Productions.
A film of
AIESEC in
México
General
Ramon Antonio Villa C.
Mexican+ 52 (667) 7677467
Skype: Ramonv.Cervantes
Mail: Ramón Villa@aiesec.net
Applying to: MCVP TM Because I am pretty sure that peopleare the heart of AIESEC and if you havea good Talent Management may haveall the results that you want. This is mynext role on my CP.
“Its not form me, It is for the children”
Run Forrest, Run.!!-Jenny (Forrest Gump Film)
My AIESEC experience
LCVP TM 2012
I first time that I felt the water falling on my head. An amazing experience being in charge of the Culishis Development processRESULTS•2 succesfull recruitments•I restructured the area.• TLPquality (TLP per X) increased a 200%•Growth on TLP and TMP experiences•All TM flow runned
Od nst July to december 2012
I don’t feel proud of my results on this team buy a learned a lot on this position, here I was in charge of TM of Mexican Expansions and Coach of two developing LCs.RESULTS•I Designed a Talent Selection process for Expansion•I helped on the selection process of the LCP of MeridaVictor Zapata
Lcp aiesec cu 2013
Last but not Least, My current role that I love as a CRAZY. This is the best experience that I ever had.RESULTS• More than 100% of growth on 1st semester.•Membership stability & focus on results•Finance Sustainability•External positioning with strategic partnerships
"I'm going to make him an offer he can't refuse.“
-Vito Corleone (The GodFather Film)
aiesec confereces
Conference Place Role # OF Delegates
LDS 2010 Guadalajara Delegate 200-300
CONAL 2011 IPN Delegate 300-400
EVEREST 2011 ITAM Delegate 300-400
CONAL 2012 ITSM Moterrey Delegate 300-400
EVEREST 2012 UP Delegate 300-400
APOLLO 2012 Culiacán =)! FACI 200-250
CONAL 2013 Santa Fe Delegate 300-400
ATLANTIS 2013 Guadalajara Delegate 200-250
EVEREST 2013 Leon Delegate 300-400
APOLO 2013 Aguascalientes Delegate 200-300
Motivation, Leadership & Management
1) Why are you applying for MCVP 2014/2015 of AIESEC in Mexico?As a good TMer I believe in a career planning: I think each step we take has to have a defined purpose
that leads us to a final goal. In my case, I’ve had my career plan clearly structured since that September of
2010 I joined AIESEC in the TM area, assigned in a coordination called Talent Tracking. From that day I set
some goals and to get to them I drew a path I have successfully achieved with the support of God and the
people around me through it. The next step is becoming MCVP Talent Management, and not just because
of the personal satisfaction or for achieving some goal, but because I believe that through Talent
Management we can make AIESEC in Mexico grow and make it competitive in the world, and in order to
do so I’ve been preparing myself and I’ve had it in my mind since that September of 2010.
3) What makes me good at..?
a) AIESEC Conference creationThrough my AIESEC career I’ve been
Agenda Manager in several local
conferences, including:
•5 Educational Campings
•4 SMIs, 4 Assesment Centers
•1 TLP Agenda
• 1 LDS
Also, in January of 2013 I was nationally
certified to run OPSs and did it twice in
my local entity.
c) Living with other peopleAs a traditional Sinaloense I come from a ranch, which means
I’m used to be surrounded by tons of people, either from your
family or not, in the same house and coexist with them in a
pacific and empathic way despite of the different ideas, likes,
dislikes, personalities, etc.
4. What have been your biggest failure and your biggest achievement as
An AIESECer?
My biggest mistake was trying to do everything at the same time during my second semester of
2012, when I was LCVP TM in AIESEC Culiacan. Besides that important local role, I decided to
take a national one as NST OD without considering my times and at the end I failed to both my
leaders and my team. This is a mistake I regret until this day, as one of the things I hate the most
is to fail in the things I’m determined to accomplish.
My biggest achievement, which represents something huge for me personally, was
restructuring the Talent Management local area in AIESEC Culiacan during my VP TM term. By
this I mean that during 2012 we finally achieved to make a membership focus mentality
transition of the local entity to focus on membership’s development tracking, having an AIESEC
Culiacan with results-oriented members, working to make exchanges from their respective
areas, and following diligently a specific JD. In other words, I managed to accomplish in 1 year
the efforts that others put during the last 4 ones without results.
Do, or do not. There is no "try".- Yoda (from The Empire Strikes Back)
"Oh yes, the past can hurt. But you can either run
from it, or learn from it."
- Rafiki, from The Lion King
Strategic thinking.1) What things has AIESEC
Mexico done best and worst in the last years?
Best:I think that unifying efforts as ONEAIESEC Mexico is one of the bestthings the national entity has donein the last years and that hasbrought us results. Also, trying toexpand ourselves in all the wayswe’ve done it, like in number oflocal entities, SUs, products, hasbeen a strong point as well.In addition, I think the clusteringof LCs with the programme focusstrategy is one of the things thathas raised the operative level ofAIESEC in Mexico and achievedtangible results.
"I see dead people.“
The sixth Sense
4) For each AIESEC Programs in the Experiential Leadership Development phases, please list one concrete strategy to grow, consolidate or mature each of them in AIESEC in Mexico.
Global Community Development Programme.“Relevant Community”We must start creating projects in
collaboration with local institutions to impact
in relevant community problems. Also, the
sales must be focused on structured NGO
projects to increase the impact these NGOs
have in their local realities.
In addition, we should direct our out-going
exchanges to relevant projects in other
countries with similarities to our national
reality, so that we can replicate them in
Mexico. For this to happen we would start
making a local committee internal EP
recruitment and creating parallel strategies to
generate a higher number of people
experiencing more than 1 programme at the
same time (or as an oldie like me would say,
X+LR).
“May the FORCE be with YOU”-Star Wars
“So it's not gonna be easy. It's going to be really hard; we're gonna have to work at this everyday, but I want to do that because I want you. I want all of you, forever, everyday. You and me... everyday.” - The notebook
Specific questions1) Describe at least 3 strategies you want to implement in order
for Talent Management to better support and increase Exchange growth and quality?
“Say Hello to my little friend”-Scare Face
“SERIOUSLY, do you feel
EXCELLENT?”This campaign would be a Membership’s Satisfaction
Measurement (like NPS but with variations). The idea comes
from the focus we’ve put into measuring our EP, trainee and
partner satisfaction to know if they are promoters or detractors
of our products and programs, treating them as clients.
The point is that our members are our clients as well and
they should be treated like that. If we are concerned of having
a high number of detractors in our exchange programmes, we
should also worry about the detractors we have in our
membership programmes, which are more and they could
affect us more as an organization if there is people that was
part of it and now talks in a bad way about us.
So, if we have a high number of promoter members we would
be more likely to have a bigger external acceptance and we
would be generating a bigger amount of exchanges.
“My precious”.The lord of the Rings
2) How would you evolve talent planning and selection process?
When we talk about talent planning we think in the basic thing which is planning the number of members an LC needs based on
The structure per area to achieve the goals set. We must start taking this to a higher level which allows us to create operational
sustainability and ensuring talent capacity. Talent Management should be more of a statistics, analysis and strategies area,
because for me everything is the numbers but we haven’t taken the time to base our actions in cold data to create talent
management’s planning and strategies. To achieve this, and in order to include the other functional areas in my strategy of a
more effective talent planning, my proposal is based in 4 pillars:
• Number of Exchanges:If we want an Exchange growth we should grow from the base. By this I mean increasing the number of members in the
functional areas and making bigger structures. Each LC must have in mind how many members and leaders they need to
accomplish 1 exchange and plan based on that to seek the number is smaller each time to create a balance between Team
Programme Experiences and Exchange Programme Experiences.
• Finance:Something just a few people have in mind is that is not just about having a lot of members, but that a big amount of members
implies a higher financial charging. It’s important to make an analysis per LC of how much it is spending per TMP and TLP in
supports, rewards & recognitions, etc. Everyone must have in mind that if we enlarge the membership base, we must increase
the financial investment as well. So this will help the local entities to have a proper planning in membership’s investments,
integration events and LCs motivation.
• UniversitiesWe should plan correctly where our target talent is located, doing this through solid basis and focus operations on recruiting
from specific universities that offer the careers we need. Base our recruitment on student’s profiles, competencies developed at
university and their programs.
• On-goingPlanning:
The talent planning must be performed during the whole year, instead of just twice a year on recruitment seasons. We must
evaluate and analyze the LCs operations constantly and re-planning the talent needs of each functional area.
Altogether, we need to make Talent Selection focused on these guidelines and a strategic
selection. But above all, we have to start selecting those people that are going to be fully
committed with AIESEC and are willing to invest their time, instead of the smarty one that has
tons of other responsibilities and doesn’t get fully involved with the organization. We really have
to start selecting people with ATTITUDE, and create guidelines that help us detect the correct
attitude to easily target those people that are going to be the leaders of the LCs and not just
random members.
We must create more creative selection models, like the ones used by global enterprises like
Google, Facebook, etc., where they have panel interviews, competitions, and some other things
that challenge the applicants to join AIESEC and make it easier for us to detect the ones with
the best attitude, that represent our values and fulfill our competences.
"Mama always said life was like a box of chocolates. You never know what you're gonna get.“ - Forrest Gump
3) What has been done this last year that you would keep from the area?
Pool of trainers:Personally like a lot the hard work that has
been put for increasing the number of national
trainers. During my AIESEC XP I’ve lived and
enjoyed being trainer in different occasions
and I believe it’s something we definitely must
continue offering to our members.
Recruitment Coaching:Recruitment is definitely one of the main tasks
of Talent Management and it must not be
neglected. There are 5 processes involved and
we must make sure everything gets done the
way they have to be done in each local
committee to ensure talent capacity and
successfully reach the planning set at national
level.
“I’ll Back”
The Terminator
4) What are the three KPIs you would prefer to be used for your evaluation?
Gracias AIESEC en MEXICO
SEE YOU IN CONAL
“Aquí está una de las tareas de lajuventud: empujar, dirigir con elejemplo la producción del hombrede mañana. Y en esta producción,en esta dirección, está comprendidala producción de sí mismos“
-Ernesto “Che” Guevara.