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Capacity for High VolumeiGCDP Tier 1
The iGCDP OD Model
GCDP Clustering for LC
iGCDPBeginner 0-25 X RE
Intermediate 25-100 X REAdvanced 100-200 X RE
Mature +200 X RE
How can you take advantage
of it?
Let’s GO!
Pick focus LCs for iGCDP growth
What are the tiers within LCs?
• Number of LCs doing 0-25 Re – 66 LCs (19 from MoC and 13 from Brazil)• Number of LCs doing 25-100 Re – 77 LCs (15 from MoC and 18 from Brazil)• Number of LCs doing 100-200 Re – 26 LCs• Number of LCs doing 200+ - 8 LCs (No LC in Brazil, Colombia, MoC or Russia doing
200+)
What we observe?
• There are enough tier 3 and tier 4 LCs in that can make the JUMP!
• None of these entities have iGCDP as the main FOCUS programme in 2014-15 however they need to ensure organic growth/sustain growth in the pro- gramme
• Their OD Model will have to have specific LCs that are focus for iGCDP growth and also indicate the LC cluster they want to see growth in when it comes to iGCDP
What should we do with iGCDP focus LCs?
Specific strategy for
iGCDP growth in LCs, S&D
customized to these LCs
Focused LC Coaching based on iGCDP
Align TM support for iGCDP and
structures and L&D should be focused on iGIP
growth
Go through the OD Toolkit for tier 1 and 2 to get more clarity on Focus LCs, focus programmes and implementation based on the
OD Model!
2. Using HR Intelligence to grow in iGCDP
Why does information help?
Example of this
EVERY LC within the MC/Entity needs to increase its productivity, the
question is HOW?
An increase in productivity is POSSIBLE by IDENTIFYING what is your challenge!
Examples:
1. If new members/TMP Participants leave the organization within 1-2 weeks of the role starting, focus on INCREASE in TMP Retention Rate can increase productivity
2. If you do not know which level of membership is achieving or not achieving results, team minimums implementation to manage performance will allow you to see which level is contributing most to performance and allow you to focus on this segment or the segment that is not performing to increase productivity
REMEMBER: The FINAL KPI you are measuring is PRODUCTIVITY, however you need other KPIs that are based on your specific challenges to indicate this increase in productivity!
How do I measure productivity?
You can measure productivity at raise, match and realize stage!
• Productivity at RAISE = Number of members working for raise in iGCDP (in front office and back office)/ Number of Raises (In the specific time period)
• Productivity at MATCH = Number of members working for match in iGCDP (in front office and back office)/Number of matched (In the specific time period)
• Productivity at REALIZE = Total number of members working in iGCDP (front office and back office)/Number of realizations in iGCDP (In the specific time period)
Generally, team structures in iGCDP involve the same people/number of people working for raise, match and realize – even so since iGCDP runs in peaks it makes sense to measure productivity through the peaks
Productivity at realize is most accurate but we measure productivity at raise and match only to check the progress and always establish the connection between TM/OD and programme growth!
Set an MC goal for productivity per programme: How?
• Work with all iGCDP focus/growth LCs (from your OD Model/Growth Model) to identify what is their challenge, how to solve this and how much productivity increase this will lead to
• Set this as the iGCDP Productivity goal along with LC
• An accumulation of set goals with LCs leads to being certain of the entity productivity goal!
• Though talent planning based on current productivity happens first at an MC level, productivity planning happens with MC and LC together so the goal for productivity has LC Alignment towards MC and is connected to the OD Model!
What business Intelligence can help to drive increase in
productivity?
% of people in iGCDP and % of
people in Support Functions
Time a new member or new team leader
takes to start performing
% of people by Process – In Ra,
Ma and Realization
What business Intelligence can help to
drive results??
Applicants to iGCDP
TLP positions
TMP Retention
Rate
Identifying our challenge can help us find the right solution and drive short term growth
too!
Make sure you have the information you need!
Tier 1 has top LCs in iGCDP and it is important for us to ensure we are increasing productivity in top LCs so they can grow sustain-ably
Outsource certain processes related
to delivery (if possible)
Interview process
optimization in top LCs
Rejected applicants from recruitment can be great as host
family participants and
later become TMP participants
as well!
3. Planning and Building CAPACITY based on challenge
identification, Exchange flow and OD Model of your entity
Use TM Planning Tool to Plan for iGCDP
1. Number of Members in iGCDP
and support functions
2. Number of TMP and TLP Experiences in iGCDP and support
functions
TM Planning tool download
http://www.myaiesec.net/content/viewwiki.do?contentid=10299749
After planning for capacity you can have any one of these 3 outcomes
1. I do not have enough Members in
any programme/function
2. We have enough members in iGCDP and support areas
3. We have the right number of members in
the LC/MC but not allocated in the right
proportion across programmes/functions
Run an OPTIMIZED recruitment– 2 weeks!!
1. I do not have enough Members
in any programme/functi
on
Tips to run an optimized recruitment
1. Clear and focused Promotion of Job description
Example: Selling the global internship programme to language institutes
2. Specific people responsible for the recruitment
3. Online promotion and Offline promotion ONLY in specific universities
4. Selection based on Interests and Values (striving for excellence, pro active learner etc.) over only skills for the
role
5. When Promotion is on-going through the year, an optimized recruitment becomes simpler since LC/MC
already has a pool of applicants
Determine who is the right member
Skill AttitudeBackgroun
dInterest Time
TimelineApproach
existing sign ups for TXP and
GCDP
Rejected applicants from last recruitment
Optimized Selection
1 week 5 days
Optimized
Selection
Value based recruitment
Committed and motivated members ( GIP needs commitment and persistence)
Building
2. We have enough members in iGCDP and support areas
Focus on increasing productivity through L&D and team minimums
3. We have the right number of members in
the LC/MC but not allocated in the right
proportion across programmes/functions
In many cases there is enough capacity in iGCDP and members need to be re-allocated so even the GIP
programmes have the right capacity!
How to balance the iGCDP and iGIP support?
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 and iGCDP team
Pick focus LCs for iGIP and iGCDP in a way that in most cases it is not the
same LC growing in both programmes
How to balance the iGCDP and iGIP support?
Making GCDP teams productive to ensure GIP
growthEnsure GCDP Team structures are
completely project based structures focus on specific
issues and 2-3 big entity partners so that
members in each team have very
focused JD and teams in GCDP are productive.
Go through OD Toolkit to understand better how to manage multiple
programme growth!
What structure should I recruit into?
Structures for…
0-25 Re 25-100 Re100-200 Re
200+ Re
FIN JD in iGCDPTM JD in iGCDPMKT JD in iGCDPiGCDP Coordination JD
Project Structure LC
VP iGCDP
OCP
OCP
OCP
VP FIN VP TM VP MKT
Do Ra-Ma-Re!!
Note!
For ALL
levels!
Beginner LC
VP
Member
Member
Member
(0-25 Re)
∞Ra-Ma-Re
Inner & Outer Journey Delivery
Note! ∞
Basic Consideration:• As start up, LC manage the
basic process of iGCDP delivery• There is no need to manage
iGCDP as a project yet - in general experience delivery will be TN based
• Member Efficiency: 0-4 X / member
Number of members: 3-4 Job Description:• Selling and raising, matching, and realizing• Incoming preparation seminar• Experience Co-delivery
VP
Member
Member
Member
∞Ra-Ma-Re
Beginner LC (0-25 Re)
Back Office Supports
TM Member L&D;Sales Development
Program
Finance Project Financial Model
Marketing & Communicatio
n
Project packaging,Project showcasing;
ER External Resources integration(new Partners)
VP
Member
Member
Member
∞Ra-Ma-Re
Beginner LC(0-25 Re)
VP
TL TL TL
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
Intermediate LC (25-100 Re)
VP
TL TL TL
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
Basic Consideration:• LCs have more capacity in project
management• Project concept will be centralized Nationally
(National project implementation in LCs)• Start to have the needs of event/project
management• Member Efficiency: 3-4 X /member
Number of members: Depends on TM Planning Job Description:• Selling and raising, matching, and realizing• Project concept development and execution• Incoming preparation seminar• Experience Co-delivery (country-country partnership management)
Intermediate LC(25-100 Re)
Back Office Supports
TM Member profilingMember Learning &
DevelopmentSales Development Program
Finance Project financial modelMember development
investment
Marketing & Communicatio
n
National brand alignmentShowcasing
EwAPublic Relations Management
ER External resources integrationPartner engagement
VP
OCP OCP OCP
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
Intermediate LC(25-100 Re)
Advanced LC(100-200 Re)
• Until this stage, an LC is only working on national project implementation, however here an LC can also start working with local projects
• The LC also should start focusing much more on balancing quality with quantity (to ensure it can keep growing in Realizations and NPS)
VP
OCP (Nat’l) OCP (Nat’l) OCP (Nat’l) OCP (Local)
Advanced LC(100-200 Re)
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
VP
OCP (Nat’l) OCP (Nat’l) OCP (Nat’l) OCP (Local)
Number of members: Depends on TM PlanningJob Description:• Selling and raising, matching, and realizing• Project concept development and execution• Project brand management• Incoming preparation seminar• Experience Co-delivery (LC-LC partnership management)
Basic Consideration:• LC is considered to have the
capacity in understanding Project management concept and put into implementation
• LC has capacity in innovate a project based on issue
• Member Efficiency: 4-6 X /member
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
Advanced LC(100-200 Re)
Back Office Supports
TM Member profiling;Buddy engagement;
Learning & Development for Members;
SDP;
Finance Project financial model;Crisis management
Marketing & Communication
Brand audit and national alignment;EwA;
Showcasing.
ER Partnership raise and maintenance
IM Process optimization
VP
OCP (Nat’l) OCP (Nat’l) OCP (Nat’l) OCP (Local)
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
Advanced LC(100-200 Re)
VP
TL TL TL TL Mid. Manager
∞Ra-Ma-Re
Mature LC (>200 Re)
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
Basic Consideration:• With high volume of iGCDP delivery, Project team need to
be really focus on Customer experience• Prevent the tendency of non- innovative JDs• Account management and Customer loyalty for
Organization management (TN Takers, Learning partners, etc)
• Multi stakeholders and another level of accommodation management
• Member Efficiency: 5-10 X / Member
Mature LC (>200 Re)VP
TL TL TL TL Mid. Manager
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
• Every team does all Raise – Match – Realize process
• Full responsibility in managing Inner-Outer journey of EP
• Have other separate team/person managing stakeholders or other process outside exchange process delivery
• Example JD for Middle Management person:• Customer Loyalty for Organization (partner
relation management)• Accommodation management (home stay
program)• Duration: 1 year
Things to be concerned:• TXP Product Packaging for
Middle management (value proposition)
• To engage Project team in developing JD with Project partner (raising process)
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
Mature LC(>200 Re)
VP
TL TL TL TL Mid. Manager
Back Office Supports
TM Member profiling;Member L&D;
Advance HR pipeline management;
Finance Program Financial model;Crisis Management
Marketing & Communicatio
n
Product packagingEwA
ShowcasingNational brand alignment and
audit
ER Partner upselling;Partner CRM;
IM Process optimization
Mature LC(>200 Re)
VP
OCP OCP OCP OCP Mid. Manager
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re