Capacity and L&D oGIP Tier 3

TM for oGIP MC: 0-30 Re

Current State of iGIP

MC Performance 0-30 average

LC Performance 0-10 average

TIER 3 700 Re 80 entities 10 RE average General challenges: 1.  Sales & Product Knowledge 2.  Culture and focus

Current State of oGIP | Tier 3

Ideal state at end of 2014

30 average per MC

X 80 entities

2400 RE

Ideal State •  LCs doing between 0-10 jump to 20-30 •  LCs doing between 10-15 jump to 30-45

Ideal State at End of 2014

=

The oGIP OD Model

What we are aiming for?

BIG JUMP IN ABSOLUTE AND RELATIVE RESULTS!

What is this about?

•  Pick focus LCs for oGIP growth in your entity •  Building Capacity for oGIP •  Learning and Development •  Summary of what I need to do (MC)

1.Pick focus LCs for oGIP growth

Tier 3 entities (0-30 oGIP)

Less than 10 LCs !!•  Ensure most LCs have iGIP as the

focus!•  Each LC should only have one of the

two GIP programmes as focus!•  LC Planning support specifically for

TM, Marketing and iGIP!•  Define how much each LC will jump !•  No need to cluster LCs into a cluster

by volume as they are all in one cluster of 0-10 Re!

More than 10 LCs

•  Pick the LCs that will grow in iGIP!•  Create a cluster for iGIP Focus LCs!•  Other LCs can focus on iGIP or one

of the GCDP Programmes!

!

Go through the OD Toolkit/content for tier 3 to get more clarity on Focus LCs and focus

programmes!

2. Planning and Building CAPACITY for the FRUIT PEAK in oGIP

Use TM Planning Tool to Plan for oGIP  

1. Number of Members in oGIP and

support functions

2. Number of TMP and TLP Experiences in oGIP and support

functions

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 oGIP

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 for the fruit peak – 2 weeks!!

1. I do not have enough

Members in any

programme/function

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 Attitude Background Interest Time

Timeline Approach

existing sign ups for TXP and GCDP

Rejected applicants from last

recruitment

Optimized Selection

1 week 5 days

Optimized Selection

Value based recruitment

q  Commi%ed    and  mo(vated  members  (  GIP  needs  commitment  and  persistence)  

q  Building                                                                  

2. We have enough members in oGIP

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

Re-allocate to ensure there are the right number of members in iGIP and all other

functions

How to balance the oGCDP and oGIP support?

Clear JD for members in Exchange Support

Clear KPIs for each member

Hybrid Members – Marketing or TM members in oGIP team

Identify where GIP and GCDP tasks get connected

Go through managing 2 OGX programmes in

the OD Toolkit!

What structure to recruit into?

Structures for…

0-10 Re 10-40 Re

0-10 Start Up LC

VP

Member Member Member Member

Basic Consideration: •  Focus in 1 sub product – Marketing OR

Teaching •  Each member goes through Ra-Ma-Re •  High effort of L&D is expected to retain the

members •  Consider oGCDP, iGIP or EPs to join this team ∞

Ra-Ma-Re

Number of members: Depends on efficiency and year goal for oGIP Job Description: •  Promotion and raising, matching, and realizing •  Outgoing preparation seminar •  Experience Co-delivery

In the 1st year of operating oGIP, LC A wants to have 10 realizations in one subproduct by the end of the term.

VP oGIP •  Strategy and

coordination for 1-2 subproducts management

•  Market Research •  S&D analysis

Member 3

Member 2

Member 1

JD for each member: -  Promotion support (virtual and physical) -  Sign ups follow up -  EP Raising management -  Manage matching process -  Co delivery (EP virtual preparation) -  Outgoing Preparation Seminar (incl. LEAD for

EP) -  Follow-up of EP while abroad -  Reintegration

Example What

should they do?

•  SPLIT oGIP and oGCDP LCVPs for focus LCs

•  In case this isn’t possible, create specific oGIP teams for the summer/peak you are working for within the OGX team at an LC level so that they can be tracked separately

•  Summer teams/peak you are working for in oGIP can be working to deliver to maybe 2-3 big entity partners only and this is part of their JD

0-10 Start Up LC

My entity does high volume GCDP and we are hitting capacity in GCDP : (

What should we do?

Make GCDP team structures very

productive by making them project based –

One issue and 1-2 Entity Partners Different LCs jumping

in GCDP and GIP Programmes to strike

a balance

Specific recruitment only for oGIP front office and back office

oGIP Front office and back office can be part

of the same team which is an oGIP team

Go through managing 2 OGX programmes in

the OD Toolkit!

2 situations LCs will be in

For LCs - no or very little available forms

CAPACITY and

STRUCTURES focused on RAISE

For LCs - available forms but need to raise more

CAPACITY and STRUCTURES

Focused on Raise and match

3. Learning and

Development

USE TM Planning tool How do I

plan?

LEARNING AND DEVELOPMENT

However tempting it is to give a lot of webinars or booklet to your membership. Remember that we provide experiential learning in AIESEC.

‘Learning from doing’

Sample timeline for July Realizations – can be used for any peak What kind?

What kind of education cycle to create for LCVPs and Team Leaders?

Teaching and Marketing knowledge

Online and Offline attraction and converstion

oGIP Sales knowledge

Team Minimums Implementation

Complete Supply and Demand awareness

Attraction and conversion of EPs

Matching Process

Delivering on country partnerships

Continued Raising and Matching knowledge

Weekly updates on current supply

Delivering Quality Experiences

APRIL APRIL&MAY JUNE

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

Relevance of GIP

Understanding of iGIP and oGIP

Teaching and Marketing knowledge How to sell Team Minimums

Supply and Demand understanding How to raise based on product and S&D Matching Process understanding Supply and Demand

Continued Raising and Matching knowledge Weekly updates on current supply Team Management Matching Process

APRIL APRIL&MAY JUNE

Sample timeline for July Realizations – can be used for any peak

LEARNING AND DEVELOPMENT

For LCs - no or very little available forms

Education focused on

Raise only

For LCs - available forms but need to raise more

Education focused on

Raise and Match

For LCs – many high quality available forms

but need to match

Education focused on Match

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To ensure new members in start up LCs perform, ensure the right

INDUCTION process

Principles of Induction

•  Induction is a combination of Organizational knowledge and Operational knowledge •  Effective induction is practical where members learn by DOING •  Align Induction completely to Gen2015 and the GIP focus – remember, new member

don’t have any mindsets •  Induction can be completely measurable Eg: Time it takes for a new member to start

performing

Process Overview Induction

Basic Induction

•  The AIESEC Way

•  AIESEC 2015

•  What is Gen2015? What is the external relevance?

Functional Induction

•  Understanding of GIP and GCDP

•  Relevance of iGIP, what will I learn from it

•  Detailed practical understanding through

simulation

Working in a Team

•  AIESEC is about team experiences

•  How to work well in a team

•  Team minimums and principles

Process Overview Induction

Functional Induction

•  Understanding of GIP and GCDP

•  Relevance of iGIP, what will I learn from it

•  Detailed practical understanding through

simulation

ü  Members understand the exchange process in iGIP and oGIP

ü  There is a real simulation where members are given sales sheets and are doing sales to Eps and Companies

ü  Ensure this is based on focus product and market

ü  Members make calls and do meetings with facilitators who are companies or EPs

ü  There is a live matching process too to make this real (which can be aligned to country partners by using names of the same countries)

ü  For reception, try to get actual trainees

ü  De-brief at the end so members understand the process and then bring in relevance and scale of GIP growth for members to see the connection

HANDY TIPS for L&D

1.  Make Virtual learning effective and fun – Ensure continuity and consistency

2. Have practical tasks/assignments at the end of every virtual session

CONTINUITY AND CONSISTENCY PRACTICAL

3. Base it on exchange flow, timeline and goals

Exchange timeline

4. Ensure there is customised content for specific LCs and specific profiles within LCs.

CUSTOMISED

How to Measure this?

TMP Retention rate (for new members and existing team

members

Increase in Performance over a

period of time

Time to start performing Eg: from 1 month to 1

week – for new members and team leaders

Increase in Performance over a

period of time

Summary oGIP 0-30 •  Pick focus LCs for GIP growth

•  Plan for number of members needed through TM Planning tool

•  Take action based on your current reality and recruit into the right structures

•  Create a specific Learning and Development cycle (embed Sales, Product, Supply and Demand and Marketing into this) just for the fruit peak

•  Focus on Induction Process

•  Implement Team Minimums

Role of MC! •  Pick focus LCs for GIP growth

•  Support Planning process - Plan for number of members needed through TM Planning tool

•  Take action based on your current reality and recruit into the right structures

•  Create a specific Learning and Development cycle

•  Focus on Induction Process

•  Implement Team Minimums (not just the MCVP TM, all MCVPs need to do this)

Role of MC! •  Through data, identify the CHALLENGE of LCs to

figure out what will lead to an increase in productivity!

Eg: Will increasing the current TMP Retention rate lead to higher productivity Will re allocating membership in a certain way lead to higher productivity etc etc! •  Set CLEAR GOALS for PRODUCTIVITY with LCs

per programme, specifically in oGIP and measure constantly