Flexible Structures

AIESEC International 12-13 | Talent Capacity driving GIP and GCDP Growth

Flexible structures


What is a flexible structure?

Having a structure that is not limiting our talent capacity but actually enhancing it and helping us to

grow


WHY? More people and more experiences aligned to the delivery

of 2015

Focused Productivity leading to GCDP GIP

growth

BeHer learning for the individual


Process flow A. Structure Evaluation

•  Evaluate your structure and timeline of positions •  can the Job be done in a shorter time? Or does it need this time to be efficient?

•  Can the position be divided into 2 terms or it’s very interconnected that it needs the same person?

•  Are there small/ temporarily tasks in the LC/ MC with no responsible?

B. Structural change

1. Re-structure the current positions into shorter experiences

2. Create new positions (For roles that I need temporarily that could be created)

3. Customize job descriptions


Process flow C. Customized planning:

•  Short term goals & planning •  Short term & Long term member development plan

D. Implementation & tracking:

•  Efficiency E. Succession:

•  Alignment & continuation between 2 roles •  Plan alignment •  Knowledge transfer


Principles of Flexible structure

•  Structure needs to enable an entity to achieve goals (GIP GCDP through increased TMP TLP) in the easiest possible manner.

•  Roles and responsibility of each position needs to be clearly

defined. •  Structure should be completely aligned with TM processes like

recruitment, education, pipeline management and leadership development.


Suggestions


Two kinds of structures

JD Based: What is it? – When every member has a defined job role and is only working on a

specific task.

When to use? – When an LC is doing a high volume of exchanges in the particular

programme.

Project Based: What is it? – When an individual is working on multiple things within a

project.

When to use? – When an LC is not doing a high volume of exchanges in the particular

programme.


iGCDP •  Project Based structure depending on number of projects the LC is

running. •  The duration can be between 3-6 months •  The number of people in a team depends on the exchange goal. Example of Project Based:

VP iGCDP

TL HIV AIDS

members

TL Environment

members


oGCDP •  Structure can be based on Projects, specific countries or universities

the LC is present in or wants to target or just JD Based depending on the peak.

•  Duration of the team can be 3-6 months. •  In case of LCs with large volumes, it is advised to have someone

responsible for Preparation and Re-integration.

VP oGCDP

TL HIV AIDS

members

TL Environment

members


oGCDP •  Example of TLs for specific Countries:

VP oGCDP

Country X

members

Country Y

members

VP oGCDP

TL University X

members

TL University Y

members

In a city based LC with many universities.


oGCDP JD based example for LC with high volume of exchanges:

VP oGCDP

TL Raising

members

TL Matching

members

TL Delivery

members


iGIP •  Structure for iGIP can be based on sub-products. •  The LCVP iGIP has to identify the best market sub-products to

work with depending on LC reality and supply from the network. •  Teams can be 3-6 months. •  Once these markets are picked, teams can be based on sub-

products.

VP iGIP

TL – Marketing sub product

members

TL-‐‑ Teaching sub product

members


iGIP •  Example of JD based with high volume of exchanges:

VP iGIP

TL Raising

members

TL Matching and IR

members

TL delivery

members


oGIP •  Structure for oGIP can be based on sub-products. •  The LCVP oGIP has to identify the best market segments/universities

to work with depending on LC reality and supply from the network. •  Once these markets are picked, teams can be based on sub-

products.

VP iGIP

TL –IT sub product

members

TL-‐‑ business administration

members


oGIP •  Teams can be 3-6 months. •  Example of JD based when an LC is doing high volumes.

VP oGIP

TL Raising

members

TL Matching and IR

members

TL Preparation

members


oGIP It is important for entities to tap into their Alumni Network especially recent alumni for OGIP. And it is advisable to have a TL handling that. Alumni responsible Project based

VP iGIP

TL –IT sub product

members

TL-‐‑ business administration

members

Alumni delivery

members

VP iGIP

TL Raising

members

TL Matching

members

Alumni delivery

members

Alumni responsible for JD based


What to be careful of if you evolve LC structure

•  All processes need to be optimized if roles are of shorter duration.

•  Education platform needs to be strong so members get access to all information easily.

•  Quarter wise review of the structure to check progress and make changes if necessary.

•  LCs need to have cross functional teams contributing to exchange and operations.

Documents

Flexible Structures