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iGIP TXP Recommendations for AIESEC in Germany
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iGIP TXP RecommendationsFor VPTMs, VPICX & VPER
You understood how to structure your iGIP (ICX & ER) team effectively
You know how to use reception teams
You know how to delegate tasks to your members
You understood the TMP Quality standards
Through that you create great team experiences in your team and increase your
member retention rate
Purpose of this presentation
1. Why of iGIP for your team
2. Team structures
3. How to use Reception to improve TXPs
4. Do’s and Don’ts of delegation
5. TMP Quality Standards
Content of this presentation
A young person witnesses and contributes to an organization
of a different culture and therefore develops
entrepreneurial and responsible leadership
Entrepreneurs & companies
can sell their products in international markets,
survive, and leverage on
new insights and the motivation of our interns
A young member learns sales and delivery, and
learns how to contribute to society through market
solutions
Value for our internsValue for the
marketValue for the iGIP
intern
Why of iGIP for your team
To ensure the fulfillment of these three factors it is
absolutely necessary to ensure great team experiences (TXPs) for your team members in order for them to develop leadership
and contribute to the development of others through
great performance and clear results.
Why of iGIP for your team
The allround-Team• Small team allround JDs (Raising & Matching)
• Ideally between 3-5 members
• Team members are directly managed by the VP
Effective team structure because all members that are not already matching TNs sell until
they have raised a TN, which they can personally match themselves and with that
they have full ownership for the EPs.
After they matched the TN, they are responsible for managing the partnership and
start selling again once they have capacity.
Cluster A & B (up to 3 TNs raised and 3 TNs matched)
Allround
Recommendations for 2 VPs
If you have a VPER & VPICX• conduct your teammeetings
together• Use your different
backgrounds to give an allround education to the members once they need the knowledge
Team structures
The Sales and account management Team
• New Sales + Account Management Team
• The team structure depends on the amount of TN Takers and the amount of TNs raised from them
Cluster C & D1 ( up to 8 TNs raised and 8 TNs matched)Sales and
Accounts
Team structures
VP ER
iGIP Seller*
iGIP Seller*
iGIP Seller*
VP ICX
Account Manager*
*
Account Manager*
*
Account Manager*
*
*Sells until he/she has raised a TN, then
manages the account (becomes an Account
Manager)
**already has one of the TN Takers, matches available
TNs and manages the partnership (should raise
new partners if he/she has capacity)
Cluster C & D1 ( up to 8 TNs raised and 8 TNs matched)
Scenario 1) Few TNs (1-3) distributed to many accounts
Team structures
**already has one of the TN Takers, matches available TNs and manages the partnership (should raise new partners if he/she has capacity)
***Matches TNs that cannot be matched by the account managers
Cluster C & D1 ( up to 8 TNs raised and 8 TNs matched)
Scenario 2) Many TNs (4+) distributed to few accounts
VP ER
iGIP Seller*
Account Manager**
Account Manager**
VP ICX
Account Manager** Matcher*** Matcher***
*Sells until he/she has raised a TN, then
manages the account (becomes an Account
Manager)
**already has one of the TN Takers, matches available
TNs and manages the partnership (should raise
new partners if he/she has capacity)
***Matches TNs that cannot be matched
by the account managers
The account Managers can be distributed among the VPER & VPICX, dependent on the amount necessary. However, sellers that do not manage an account yet, should be
managed by the VPER, while matchers should be managed by the VPICX.
Team structures
Structures for even larger LCs are provided through the output of the Top LC Summit in Bonn from February 2014.
Please contact either MCVP ER Joseph or MCVP ICX Anita for more information:
Team structures
Reception
1. When to establish a reception team
2. Recommendations for team structures for reception
3. Must-have and Nice-to-have JDs
Content - Reception
0-10 iGIP (per year)
• No reception team needed
• ICX JDs can be allrounder JDs and reception process can be tracked by VP ICX and facilitated by matching team and the whole LC
10-25 iGIP per year
• Reception Subteam with teamleader
• covering must-have JDs within the ICX Team should be implemented
> 25 iGIP per year
• Reception team with VP Reception should be implemented
• covering must-have JDs and only nice-to-have JDs if capacity is there
When to establish a Reception team in your LC?
Rasing and matching (and reception) of one Incomer by one ICX member.
Reception is task of the whole LC!
It is more efficient to have everybody in raising until some TNs are raised.
Members gain a broader picture of the processes and have more commitement towards company and EP if they
are responsible for the whole process.
Reception teams are a waste of ressources if you do not have enough incomers.
Allround0-10 iGIP
Allrounder JDs in ICX
• Subteam in the ICX department with one teamleader and 3-4 members
• JDs to be covered: Intern manager, Buddy Manager, Flat Manager
Putting more members in this team makes the team too big and inefficient to track (trade-off between more man-
power and more coordination effort)
10-25 iGIPSubteam with must-have
JDs
• Reception area becomes a strategic topic in the LC (e.g. Flat management)
• Two Subteams with Teamleader and 3 members each
Intern Management and Flat Management are split up
Examples for structures: Munich and Hamburg
More than 25 iGIP Reception Team with VP
Reception
VP Rec
Appartement and Events
Appartment Manager (2-3)
Event Manager (Nice to have)
Intern Management
Buddy Coordinator
Document Manager
Internship Quality Manager (Nice to have)
Team Structure Hamburg
- LC is not permanently renting flats -
VP Rec
Flat Management
Flat Manager (2)Rent Claim
Manager (Nice to have)
Risk Manager (If more than 3 flats)
Intern Management
Buddy Coordinator
Reception Process Manager
Event Management and Reimbursements
(Nice to have)
Internship Quality Manager (Nice to
have)
Team Structure Munich
- LC is permanently renting flats -
• Your JDs in a Reception Team need to cover:
• Document Management• collecting all documents from interns and managing arrival process
• Buddy Management • Finding a Buddy for every Intern• making sure the Intern is taken care of in the first days
• Flat Management • finding Flats• taking care of your LC-rented flats
• If you should have more capacity for tracking and developing people in your team. These JDs are the last ones to be covered and the first ones to be abolished if you cannot cover your must-have operations
• Event Management (Organizing events for interns like reception weekends etc.)
• Reimbursements (taking care of PB Maßnahmen)
Must-Haves and Nice-to-Haves
DELEGATION
• As a TLP you need to develop skills in different kind of areas
• good technical skills• analytical and organizational skills• ....and you need to develop people skills
• Why is delegation so hard?
• You are too busy and you don‘t have enough time• You think that your members will do the task
correctly and on time• You don‘t know how to delegate effectively
... is the most important tool of a TLP
Develop your people skills and develop your
people through that
1. The task
• Describe exactly what you want, until when it needs to be done and which results you are expecting in the end
2. Put the task into
context
• Tell your member, why the task needs to be done and why this task is important for the whole flow
• Describe the possible complications which might arise during the execution
3. Defin
e standards
• Be clear on standards for the work. The work of the members will be judged according to these standards
• The standards should be realistic and achieveable
4. Competenci
es
• Your member should have the competencies in order to execute the task. If your member does not have them now, educate the member
5. Supp
ort
• For the successful completion of the task there might be support needed from you r side
• Ask your member at regular points if support is needed
6. The final yes
• Be sure that your member really took over the task, thet he/she understood the task and also the expectations
- The 6
ste
ps
of
dele
gati
on -
DELEGATION
Can be delegated
• Tasks which require a lot of details e.g. research of numbers, technical details
• Collecting information / research
• Routine work
• Project planning
... Which task can be delegated or not?
Can‘t be delegated
• Long-term vision and goals
• Performance evaluation, discipline and advices
• Confidential situations
DELEGATION
Track according to your members needs
• If your member is not so independent then increase the amount of points when you are tracking the tasks
• The best case is that your member needs the minimum amount of tracking
Have a system which is used by you and your members to track the tasks
Open communication channels
• Your members should have the feeling that they can come to you any time, so be approachable for any kind of request
Be strict with the agreements
• If tasks are done not on time, find out what happened• Don‘t just ignore the missing of the deadline
Appreciate and give positive feedback for tasks which are better than expected or to your full expectation setting.
... How to track the delegated tasks?
Develop your people skills and develop your
people through that
• Functional• Conferences• Soft Skills
Education
• 3 members• 2 months• 1 Teamleader
Practical Team
Experience• Teambuilding• GST and PDT once per semesterSupport
• SMART JDs for every TMPAttractivness
Every member should receive the basic TMP Quality standards in order to have a good team experience. Every VP/LCP is responsible to deliver these
standards and you as VPTMs is tracking them.
TMP Quality Standards