AIESEC UNIATLANTICO

Good Case Practice

Structure focused on

Results Generating CoE in an official

extension

GCP Explanation LC’s that are in a growth stage, mostly official extensions and interest groups, are used to mimic the structures run by local committees so they can run all the functional areas as soon as possible and delegate all the functional work to all the members allocated within. For AIESEC Uniatlántico, this process was generating leadership roles with a low relevance and few minimums, knowledge gaps in the membership and therefore a high desertion rate and low motivation towards AIESEC in most of the membership. This good case practice pretends to show our current structure, directly focused on organizational results, creating specific leadership roles and keeping only the necessary members to maintain the willing to work for the AIESEC entity. In this document I’ll explain with details the processes run by AIESEC Uniatlántico, along with advices and recommendations to replicate this structure.

Talent Review

Talent Reallocation

Talent Goalsetting

Talent Review It is necessary for an AIESEC Entity to determine the correct people to work towards an excellent organizational performance, it doesn’t matter if the entity suffers the loss of a lot of members. To change the culture of performance of an AIESEC office we recommend to refresh the membership, in order to give the status of “oldie” member to persons committed with AIESEC so we can start leading by example. In the case of AIESEC Uniatlántico, before running this process we had an entity with 39 full members, but really few results. With the Executive Board and reviewing the talent performance and commitment of each member, we ended up with only 14 members, 7 EB members and 7 TR members. It was painful for the membership at first, but it was a risk worth taking towards a better organizational performance.

Talent Review

Talent Reallocation

Talent Goalsetting

Talent Reallocation In this case, we propose a structure focused on the core areas, only three vice-presidents for incoming and outgoing exchanges and talent management. The trick is to modify the manuals of functions to cover processes normally covered by the support areas. In our case, we decided to have an EB of only four persons, delegating the support areas processes and other key activities within this EB team. The LCP would be in charge mainly of Finances and Information Management, while Marketing and Communications was supported mainly by the exchange areas.

Talent Review

Talent Reallocation

Talent Goalsetting

LCP

VPOGX VPTM VPICX

OGX For this case, besides the normal processes of promotion, selection and induction for the short term membership, we propose a strong focus on dual XP, dealing with the message of exchange and leadership for all kinds of potential membership. For us, this kind of management caused an almost unnoticeable difference between ST and LT members, so we could deal with an LC completely focused on exchange as an option for a short or long term. To strengthen this message, OGX would also manage the internal communication processes of M&C, creating all kinds of virtual promotion focused on Dual XP inside the usual communication channels of AIESEC UA.

TM In this area, AIESEC Uniatlántico proposed that the main functions of the VPTM would be the responsibility of a long term recruitment in terms of selection and a Local Introductory Meeting. With a team of no less than 3 members only focused on the logistic processes of a competency assessment and selection, and also on the logistics and promotion of an LIM, we guarantee a continuity in the communication channel for the new members, thus achieving a high percentage of LIM assistance. For our particular case, we had a 100% assistance of the new members to the LIM, all thanks to the fact that the same persons kept the new members informed throughout the whole processes of selection and induction.

ICX For ICX we are proposing, besides the selling part with the existing members on the team, a learning cycle for those oldies so they could run, along with the VP, the practical induction on sales process. ICX will deliver the first induction on all the membership, thus increasing the sales force at its maximum and developing the sales and negotiation skills of all the membership. With @UA, we saw this process being strengthened by an ICX CEEDer that lead the working process in selling. Also, the VPICX should focus on the external communication and segmentation processes of M&C, being in this case ICX the area capable of achieving all types of partnerships, supported by the LCP as well.

LCP The LCP has the most challenging role, by being in charge of the two remaining support areas. The LCP should focus on keeping the financial processes updated, and also performing the necessary KM and platform education activities with IM. In our particular case, @UA didn’t have an extension manager supporting the Local Education Cycle activities, so we proposed the LEC as an initiative within the whole EB. Being such a small team allowed us to do so. We propose the support, not only virtually but also with visits, of an extension manager along with the MC coach to run the LEC planning and execution so the LCP focuses on other strategic processes.

Talent Goal setting When we reassign the new MoF’s to the EB, it is necessary to establish clear and precise goals to each VP, because this strategy that we propose is transitory, in order to raise a new LC with a new Culture of Excellence focused on organizational performance. This of course leads to a testing period for each VP, where they should accomplish weekly goals based on their MoF’s and their operational plans, along with a strong tracking by the LCP. Showing our example, the goal of the VPTM was based on the number of members not only recruited, but assisting to the LIM. The OGX goal consisted on the number of EP’s assisting to an OPS, and the goal of ICX in the number of sales and selling members. In an attached document you can find the three operational weekly plans with their talent, financial and external needs in order to fully accomplish them.

Talent Review

Talent Reallocation

Talent Goalsetting

Advantages The single fact of having an EB of only 4 members is an advantage, because in times of crisis it shouldn’t be so hard to find three committed persons to assume those roles and maintain this temporary structure. Also, for an LCP this kind of team is very easy to manage, and very easy to track with a good Rewards & Recognitions system. Finally, we generate a Culture of Excellence in the new membership by focusing the LEC activities on the core processes, which makes it even easier to delegate the support activities and to create the support areas later on.

Budget This temporary structure requires a specific budget to run, but it’s mainly managed by the VP’s and controlled by the LCP. Each VP should make a budget for each week, making it easy for the LCP to sum those budgets and give them the necessary amount of money for the week. A strong advice would be to keep a good eye on the rewards and recognitions program, because it is essential to start rewarding those good results and to create a culture of recognitions within the new membership

Timeline The timeline is described per area in the attached document. For our case the dates are from 2011 starting in Q2.

Results This structure allowed us to achieve in only 8 months, starting with an LC of 14 members, 2 exchanges and a $10.000.000 COP debt with the MC, the following achievements:

• 24 X’s Realized in 2011 • 22 X’s in Q3 & Q4 • 6 OGX RE – 18 ICX RE • 115% Exchange Performance in 2011 (20 X’s planned)

• 85 TM’s and 22 TL’s Realized in 2011 • 121% Performance in TMP 2011 (70 TMP’s planned) • 110% Performance in TLP 2011 (20 TLP’s planned)

• Best Good Case Practice Award – NatCo Colombia 2011 • Local selection model acknowledged as a GCP in TM @Colb • Best Delegation in National Event RTC 2011 @Colb • $1.000.000 COP in local reserves and no debts with the MC • 75 Fully committed members • 2 Partnerships with local Universities (UA and FUSM) • An Executive Board of 10 Members for 2012 • 450% Growth in TMP compared to last year • 500% Growth in Exchanges compared to last year • 750% Growth in TLP compared to last year

But what matters the most: An Official Local Committee that got a Culture of Excellence as one of its fundamental values!

Advices and Recommendations Having run this process, we strongly recommend the official extensions and any other local entity to run this process supported by the extension manager and the MC Coach. It would be a great help if the investment for visits would be bigger, because the impact created by an MC member/CEEDer is really valuable for the new members, so they can start to know powerful people inside AIESEC. Please be careful with the accountability in the MC-LC part, because when you distribute the processes inside the LCP and core areas, it should also be distributed the accountability for those processes at MC level. It’s not mandatory to have only 3 VP’s. In our case, we had a special coordinator in charge of the partnership with Uniatlántico, because it was the best way to get sponsorships from our host University. If you already have a person for Finances for example, it would be of great help to support this structure.

Contact If you want to replicate this GCP, and you have any doubts or comments, don’t hesitate to contact Alberto Pérez – LCP 2011 of AIESEC Uniatlántico, at alberto.perez@aiesec.net.