Summer Operations 2014

In order to grow GIP this summer we need the right people, with the right education and team experiences,

focusing on the right things.

GIP needs TM to make it happen!

How Do We

Make The Jump?

Enough people doing the right things

(Capacity)

Members have the education and team

experiences to be successful

(L&D)

LC has behaviors and attitude to collaborate

and grow (Culture)

Determine the number of

Members in iGIP and support

functions

1. I do not have enough Members

in iGIP

2. We have enough members in iGIP

and support areas

3. We have the right number of members in

the LC but not allocated in the right

proportion across functions

1. I do not have

enough Members in

iGIP

VP ICX

Team Member

Team Member

Team Member

Need help? Check the AIESEC US Structures Guide to see which structure is right for your LC.

Skill AttitudeBackground Interest Time

Approach existing

members

Rejected applicants from last

recruitment

Optimized Selection

1 week 5 days

Clear JD for members in Exchange Support

Clear KPIs for each member specifically in iGIP and support areas (TM and BD)

Hybrid Members – Example: TM members in iGIP team

Plan for number of members using planning tool

Recruit or re-allocate depending on outcome of planning

Ensure you follow an optimized recruitment process

Recruit into the right structures

2. We have enough

members in iGIP and support

areas

How do I plan?

Operational cycle

LEAD

How can i achieve

this?

1.Create a specific iGIP education cycle onlysummer

2.

Ensure the education for potential and high potential is making membership productive and able to raise and match simultaneously.

3.

Ensure strong organizational and operational induction into AIESEC for contribution to summer

4.Track length of time for membership to perform – IMPORTANT!

Training and education is important, but remember that we provide experiential learning in AIESEC.

‘Learning from doing’

What kind of education cycle to create for new and exisitng members?

APRIL & MAY JUNE JULY

Relevance of GIP

GIP Process

How to sell iGIP

Lead Generation

J1 Visa Process

External relevance of country partnerships

Supply and Demand understandingwithin the sub product

How to raise based on product and Supply

Matching Process understanding

Who are our country partners?

Objection Management

Continued Raising and Matching knowledge

Weekly updates on current supply

Team Management

Matching Process

Golden Rule

70%PRODUCT & PROCESS KNOWLEDGE

30%SALES KNOWLEDGE

Resources

Ensure education for members in support functions who are supporting iGIP as well!

TMP Retention rate (for new members and existing team members

Increase in Performance over a period of time

Time to start performing ie: from 1 month to 1 week – for

new members and team leaders

Increase in Performance over a period of time

Plan for Learning and Development using TM planning tool

Measure L&D based on your key challenge and keep in mind it needs to increase productivity over a period of time

Synergy with clear KPIs is important to make it work

Standard and sense

Reason

Direction

Contribution

Tool

Performance

Number of members in each teamTeam purpose of each teamTeam meetings occurring on a weekly basisMonthly ReviewsQuarterly Reviews

Individual action plan included in the team planningRe-planning/planning (every semester)Quarter review

Roles and responsibilities DurationMeasures of success (MoS)Competencies required and competencies developedJD Quarterly review

Within Learning & Development there is:

Transition Planning An education cycle including operational and leadership

knowledge Training tailored for each Job Description

Weekly team meetings Individual monthly coaching meetings Quarterly team meetings

Individual monthly coaching meeting Monthly individual feedback meeting Quarterly team days

We ARE TRACKING THESE MINIMUMS and their delivery

Plan your team experiences and team minimums

Ensure there is a standard across the LC for team minimums

Track it with the Talent Tracking tool

3. We have the right number of members in the LC/MC but not allocated in the

right proportion across functions

How do I plan?

Allocate TALENT into the RIGHT structures in

Exchange and Exchange Support

How do I plan?

Structure Evaluation

1. Evaluate your current structure and timeline of positions offered Is the structure right now efficient? Is every team purpose clear? Is every JD clear? Do they JDs align with

TMP/TLP principles? Are the time periods for roles offered appropriate time periods? Can

they be shorter? Are all the JDs contributing to making GIP happen? Can some JDs be combined?

Structural change

2. Restructure the current positions into shorter and more clearly defined experience. Create new positions that can be focused on multiple things – hybrid JD Customize job descriptions and ensure that the # of hours per week is

defined, as well as measures of success, competencies developed• A member can be doing new sales as well as being on an OC• A member can be doing GCDP customer service as well as account

delivery for GIP • Add TM and MKT to existing JDs

How do I evolve?

Ensure that your LC structure enables you to achieve your goals

Audit your JDs and make them more flexible

Add support function roles to GIP JDs

Make sure the JDs are contributing to making more exchange happen

• What are the behaviors we want to see in the summer?

• How can we make the LC collaborative?

• How can we reward & recognize performance?

How do I plan?

Motivation CurveExecution Puzzles

What to do?How to do?Failures and demotivationReward & recognition

Running LC Summer Campaigns

Sales Internship Endorsements from

BoA

Weekly LC events and socials

Designated weekly working time

Structure

Team Mininums

Planning

Sales Development Program Wiki

Induction

Education Cycle