Structures and learning oGCDP Tier 3

Structures and LearningoGCDP | Tier 3

Tier 1 MC Tier 3 MC Tier 4 MC

organic and balanced growth

Tier 2 MC

organic and balanced growth

These tiers must focus, for Tier 1 and 2 the focus should be on organic and balanced growth (particularly balancing focus with GIP). For Tier 3 and 4 it’s about jumping in GCDP.

What does this mean?

GCDP Clustering for LC

iGCDPBeginner 0-25 X RE

Intermediate 25-100 X REAdvanced 100-200 X RE

Mature +200 X RE

What is the current state?

There are almost 70 entities in tier 3

oGCDP

135 RE

25 REaverage LC

Highest achievement in 2013LC PRAHAMost LCs do

between 20 - 45 RE

These are the LCs we need to focus on to grow.

LCs in Tier 3 oGCDP overview

LCs 0-25 ReLCs 25-100 Re

LCs have a lot of scope to JUMP!!

What we are aiming for?

Growth Models in Tier 3 oGCDP being aligned to a jump in the programme

LCs in tier 4 (0-25 in oGCDP) being able to

make a BIG jump

If these entities are also focused on a GIP

programme, being able to manage both because

they have 10 LCs or lesser

What is this about?

• Pick focus LCs for iGCDP growth in your entity based on entity growth model

• Using HR Intelligence to grow

• Building Capacity for iGCDP

• Learning and Development for iGCDP

• Team Minimums implementation for iGCDP

• Role of MC

1.Pick focus LCs for oGCDP growth

LC Performance over view in this tier

The top LC does 135 Re in this tier –

AIESEC Praha in Czech

Republic A large number of LCs in this

tier do between 0-25

Re

Most entities in this tier

have between 2-10

LCs

Only about 3 LCs in this

tier do above 100

What we observe?

• There are enough tier 3 and tier 4 LCs in that can make the JUMP in Tier 3 MCs for oGCDP

• Most of these entities are either:

1. Focused on oGCDP2. Have oGCDP as their second focus3. Intend to ensure oGCDP growth in their tier 4 LCs

• These entities should be increasing in their oGCDP contribution globally and KEY to their growth is having the right capacity and L&D to be able to grow!

Go through the OD Toolkit for tier 1 and 2 if you have more than 6 LCs and OD toolkit for tier 3 and 4 if you have less than 6 LCs!

2. Using HR Intelligence to grow in oGCDP

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 oGCDP (in front office and back office)/ Number of Raises (In the specific time period)

• Productivity at MATCH = Number of members working for match in oGCDP (in front office and back office)/Number of matched (In the specific time period)

• Productivity at REALIZE = Total number of members working in oGCDP (front office and back office)/Number of realizations in oGCDP (In the specific time period)

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?

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!

What business Intelligence can help to drive increase in

productivity?% of people in oGCDP and % of

people in Support Functions

Time a new member or new team leader

takes to start performing

Applicants to oGCDP TLP positions

TMP Retention Rate

3. Planning and Building CAPACITY based on challenge

identification and Exchange flow

Use TM Planning Tool to Plan for oGCDP

1. Number of Members in iGCDP

and support functions

2. Number of TMP and TLP Experiences in iGCDP 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 oGCDP 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 oGCDP 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 oGCDP and members need to be re-allocated so even the GIP

programmes have the right capacity!

What structure should I recruit into?

Structures for…

0-25 Re 25-100 Re100-200 Re

Project Structure

LC

VP oGCDP

OCP

OCP

OCP

VP FIN VP TM VP MKT

For ALL

levels!

Beginner LC

VP

Member

Member

Member

(0-25 Re)

Inner & Outer

Journey Delivery

∞Ra-Ma-Re

Note!

∞

VP

Member

Member

Member

∞Ra-Ma-Re

Key focus• Start up initial issue-based oGCDP

project for local market

Member Efficiency: 0-5 Re/ member

Duration: 3 months

Member JD• Design issue-based oGCDP project• Ra(Marketing)-Ma-Re-Reintegration

process management• EP’s inner-outer journey(experience)

management• Finance/TM

Beginner LC – Plan only for peaks realizations!

(0-25 Re)

Back Office Supports

TM Member learning & development

Finance Project Financial Model

Marketing & Communicatio

n

Student Market Research;Showcasing

ER External Resources integration

VP

Member

Member

Member

∞Ra-Ma-Re

Beginner LC(0-25 Re)

Beginner LCLCVP

Comm/ Marketing

Member 1 Member 2

KPI:• Number of EP’s Raised

(that fit the right Matchable EP Profiles)• # of Leads/ Registrations from each strategy• Increased Conversation Rate from Sign up to

Raise

NOTE: • Marketing team has 1-3 members (including

LCVP)• Marketing Team needs to focus on

establishing their market penetration for just 1 Programme (oGIP/oGCDP) and just 1-2 Sub-products/ Issues under this programme

10 to 40 Realisations

30 to 70+ Raised

50 to 150+ Sign ups

(Ideally, Sign up to Raise Conversion rate is greater than 30%)

Sample Backwards Planning:

This means that recruitment activities must be focused enough to get this number of registrations from the right target market

Based on Statistics, how many Raises do you nee to get this many realisations?

Based on Statistics, how many Sign-ups do you nee to get this many raises?

STAR

T H

ERE

Beginner LC

0-10 Realisations

LCVP JD• Designs Marketing Strategy with OGX And Marketing Team and ensures a

well designed product- customer flow*• Works with Marketing Member to organise 2-3 KEY channels strategies (can

be online or offline) to reach the target audience• Recruitment Period:

• Takes on the lead role of managing 1-2 of the Key Strategies and aligned the LC’s towards this.

• Ensures that his/ her members are on track and the campaign is running according to timeline

• Ensures that OGX is promptly responding to leads/ registrations

Members’ JD (1-2):• Year-round:

• Ensures website and social media is always up to date with relevant information

• Ensures Relationships with Campus/ University is well maintained

• Recruitment Period: (for each member)• Supports in designing and developing materials for the Campaign• Takes on the implementation of 1-2 key channel strategies and

aligns the LC’s towards this

LCVP Comm/

Marketing

Member 1 Member 2

VP

TL TL

∞Ra-Ma-Re

∞Ra-Ma-Re

Intermediate LC – Plan for peaks only!(25-100 Re)

VP

TL TL

∞Ra-Ma-Re

∞Ra-Ma-Re

(25-100 Re)

Key focus• National project implementation, showcasing

and process standardization

Member Efficiency: 3-6 Re/ member

Duration: 3 months

Member JD• Localize national issue-based oGCDP project• Ra(Marketing)-Ma-Re-Reintegration process

management• EP’s inner-outer journey (experience)

management• Showcasing

Intermediate LC


TM Member Learning & Development.

Finance Project financial modelMember development

investment

Marketing & Communicatio

n

Student Market Research;National brand alignment;

Showcasing.

ER External resources integration

VP

TL TL

∞Ra-Ma-Re

∞Ra-Ma-Re

(25-100 Re)Intermediate LC

Intermediate LC

10 to 40 Realisations

LCVP Comm/

Marketing

Member 1 Member 2 Member 3 Member 4

NOTE: • Marketing team has 3-5 members (including LCVP)• Marketing Team needs to focus on scaling up in their market reach

for their focus Programme (oGIP/oGCDP) and just 1-2 Sub-products/ Issues under this programme

30 to 70+ Raised

50 to 150+ Sign ups



KPI’s:• Number of EP’s Raised

(that fit the right Matchable EP Profiles)• # of Leads/ Registrations from each strategy• Increased Conversation Rate from Sign up to Raise

This means that recruitment activities must be focused enough to get this number of registrations from the right target market


Based on Statistics, how many Sign-ups do you nee to get this many raises?

STAR

T H

ERE

Intermediate LC

LCVP Comm/ Marketing

Member 1 Member 2 Member 3 Member 4

LCVP JD• Designs Marketing Strategy with OGX And Marketing Team and ensures a

well designed product- customer flow*• Works with Marketing Member to organise 2-3 KEY channels strategies

(can be online or offline) to reach the target audience• Recruitment Period:

• Takes on the lead role of managing 1-2 of the Key Strategies and aligned the LC’s towards this.


Members’ JD (2-3 Channels Experts)• Online Marketing (1-2 members):

• Ensures website and social media is always up to date with relevant information,

• Explores and develops 1-2 Online Inbound Marketing Strategies

• Campus Relations: • Ensures Relationships with Campus/ University is

well maintained (Year Round)• Designs and Oversees Physical Recruitment Events

Members’ JD (1-2 Designers)• Year-round:

• Ensures website and social media is always up to date with relevant information

• Ensures Relationships with Campus/ University is well maintained

• Recruitment Period: (for each member)• Takes on the implementation of 1-2 key channel

strategies and aligns the LC’s towards this

VP

TL TL TL TL (Off-Peak)

Advanced LC – Plan for peak and off peak structures!

(100-200 Re)

∞Ra-Ma-Re

∞Ra-Ma-Re

∞Ra-Ma-Re

∞Ra-Ma-Re

VP


Advanced LC(100-200 Re)

∞Ra-Ma-Re

∞Ra-Ma-Re

∞Ra-Ma-Re

∞Ra-Ma-Re

Key focusProduct development, Product sales and delivery

Member Efficiency5-7 Re./ member

StructureProject based team: 2-4 National issue-based project + 1-2 Local new project(off peak)

Member JD in each National Project Team- Localize national issue-based oGCDP project- Ra(Marketing)-Ma (IL S&D Mgt)-Re-

Reintegration process management- EP’s inner-outer journey(experience)

management: Event management- Showcasing

Member JD in Local New Project Team- Product development(Design and Packaging)- Product marketing and sales- Ra(Marketing)-Ma-Re-Reintegration process

management- EP’s inner-outer journey(experience)

management: Event management


TM Member Profiling; Learning & Development for

Members; Education Cycle focusing on Product

Development and Sales.

Finance Financial model for New ProjectCrisis management

Member L&D investment

Marketing & Communication

Student Market Research;Product packaging;

EwA;Showcasing.

ER Partnership raise and engagement

IM Process optimization

Advanced LC (100-200 Re)VP


∞Ra-Ma-Re

∞Ra-Ma-Re

∞Ra-Ma-Re

∞Ra-Ma-Re

Advanced LCLCVP

Comm/ Marketing

Brand Team TL

Member 1

Member 2

Brand Team TL

Member 1

Member 2

Comms Team TL

Member 1

Member 2

40 to 70+Realisations

70 to 120+

Raised

150 to 300+




Based on your average conversion rate, how many Sign-ups do you need to get this many raises?

STAR

T H

ERE

NOTE: • Marketing team has 7-10 members (including LCVP)• Marketing Team needs to focus on scaling up in their market reach

for their focus Programme (oGIP/oGCDP) and just 1-2 Sub-products/ Issues under this programme

• TMP/TLP

Advanced LC Brand Teams• Each Member can handle 1-2 sub-brands/ Programmes• Market Research• Participate in the synergy meetings with the equivalent teams in oGX

function• Leads the development of the content marketing strategy for Their

main subproducts/ issues• Year round management of the brand positioning for their assigned

sub-brands• It is recommended that someone with graphic design abilities is also

within each team

LCVP Comm/ Marketing

Brand Team TL 1

Member 1

Member 2

Brand Team 2

Channel Mgr. 1

Channel Mgr. 2

Comms Team

Member 1

Member 2 Special Comms Team• Builds and Aligns the over-all content strategy of

their respective channels to ensure that these spaces continue to contribute more customers and promoters for AIESEC

• Works with the brand teams to ensure that marketing content is aligned

• Includes management of social media channels, website, online registrations, campus relations, media, PR etc.

LCVP JD• Designs Marketing Strategy with OGX And Marketing Teams and ensures

a well designed product- customer flow*• Leads Proper and Strong Brand management in the LC• Key role in Managing Crisis Communications• Recruitment Period:

• Leads the creation and implementation of the marketing strategy across the different sub-brands and channels


4. Learning and

Development

USE TM Planning toolHow do I plan?

FOCUS ON EDUCATION TO DRIVE RESULTS

How can i

achieve this?

1.Create a specific iGCDP education cycle

2.

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

3.

For start up LCs focus on raising education and for one sub-product.

4.

Track length of time for membership to perform – IMPORTANT!

5.

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

oGCDPAll Levels

TOPIC CONTENT OBJECTIVES TARGET

PRODUCT KNOWLEDGE

Relevance of the product in the society

What is a product and product life cycle

Know the elements of products (price, brand, quality, value, customer segments, etc.) and the different stages of products

Understand the exchange process from Calls until Completed

Know how to use all the functions on myaiesec.net for exchange management to make the process fast and effective Members,

Leaders, VPs

EXCHANGE PROCESSES

Exchange process flow and yearly timeline (product customer flow)

Exchange Management on the GIS

SUPPLY & DEMAND MANAGEMENT

Supply and demand theory and necessity

Exchange management on the GIS

INNER&OUTER JOURNEY

Why and how and what of inner and outer journey in AIESEC

Delivery of I&O journey to our customers

Understand how AIESEC develops leadership through I&O journey and know how to support our customers to go through an intense I&O journey

CUSTOMER EXPERIENCE MANAGEMENT

Why, how and what of CEM? Co-delivery Information system management for

better customer service Data analysis and usage (plan)

Understand the importance of customer experience management and know how to use the resources (data, partners) we have to create strategies for improvement

All levelsoGCDP

All levelsTOPIC CONTENT OBJECTIVES TARGET

ISSUE-BASED SEGMENTATION

Why and how of issue segmentation for GCDP in AIESEC

Changes in product and process management in the LC

Understand why issue segmentation was created and how to work with this model in the LC (changes in processes, product development, structures)

Leaders & VPs

CROSS-CULTURAL COMMUNICATION

Hofstede’s cultural dimensions Behaviours and attitude

needed for effective cross-cultural communication

Understand the 5 cultural dimensions of Hofstede and how to adapt communication based on that

Members, Leaders,

VPs

CUSTOMER LOYALTY FOR STUDENTS

Building a customer relationship with trainees

Minimums of project delivery How to satisfy our customers

Understand the standards and extra deliveries in iGCDP projects in order to have promoters and develop leadership

Leaders & VPs

SALES TRAINING

Basic sales knowledge and techniques

Practice sales of our products

Understand the process of sales and know how to deliver a full selling cycle

Members, Leaders,

VPs

oGCDP

oGCDPIntermediate (LCs doing between 25-100)


NATIONAL PROJECTS

Product knowledge of national projects The responsibility of making national projects Devision of responsibilities and roles between

MC and LC and the rules of communication Value of national partners & projects

Understanding what is the national project, how to operate with MC and feel responsible and commited to national projects.

Leaders & VPs

PROJECT MANAGEMENT

Definition and characterisitics of a project. Process in project management Goals achievement Resource management

Understand how to build your project and the processes inside, manage effecively resources to achieve the goals.

Leaders & VPs

COUNTRY-TO-COUNTRY PARTNERSHIPS

What is CY2CY partnership Value of CY2CY partnership Responsibilities in partnerships Main processes in cooperation management

Understand the processes in CY2CY partnerships, responsibility towards delivering the XPs on LC levels and clear WHY of working by CY2CY

VPs

SHOWCASING & PROMOTERS

What is showcasing and promoters stories usage

How to brand promoters stories and showcase them

Showcasing channels and partnerships

Understand how to showcase the srories of promoters for getting more customers

Leaders & VPs

INTERMEDIATEoGCDP

oGCDPAdvanced (LCs doing between 100-200)


BUSINESS MODEL

Business model canvas Financial model

Understand the business strategy and processes within that and feel responsible towards financial sustainability of the project

Members, leaders, VPs

PRODUCT DEVELOPMENT

Product packaging Product development flow &

processes Customization

Understanding how to package the project, how to sell to different stakeholders and customize to different target groups.

Leaders and VPs

SALES DEVELOPMENT PROGRAM

Knowledge and practice of advance sales techniques

Increasing the capacity and the productivity to reach the higer level of sales results


CRM MANAGEMENT

Account management System usage and

management Rules and regulations of

CRM

Working professionaly on customer relationship management


ADVANCEDoGCDP

TOPIC CONTENT OBJECTIVE TARGET

BUDDY & HOST PROGRAM

Packaging of host & buddy program

Attitude and responsibility towards engaging those customers

Concrete processes on working with H&B

Know how to engage B&H as a cutomer and have the long-term realtions with them. They understand the clear value of this program

Leaders, VPs

CRISIS MANAGEMENT

XPP review How to deal with the threats

before, during and after they occure

Case solving practice

Know how to deal with cases and crisises and are not afraid of fire-fighting process.

Leaders. VPs

LC2LC PARTNERSHIPS

What is LC2LC partnership Value of LC2LC partnership Responsibilities in partnerships Main processes in cooperation

management

Understand the processes in LC2LC partnerships, responsibility towards delivering the XPs on LC levels and clear WHY of working by LC2LC

VPs

ADVANCEDoGCDP

Customization is the key to success

Customize by LC Scale

Customize By Target Profile Eg: Team

Leader

Customize by LC current reality and

focus

HANDY TIPS

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. Create virtual trainings aligned to your exchange flow and exchange timeline

Exchange timeline

4. Ensure there is customised content for specific LCs and specific profiles within LCs. (customize to your OD Model)

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

5. Implement Team

minimums

Team MinimumsTeam

Plan

JD

Training

Tracking & Coaching

Evaluation Standard and sense

ReasonDirection

ContributionTool

Performance

The team minimums are the basis of every Talent Management Process you

implement in your Entity!

• Team Minimums help an LC in capacity planning and implementation (and makes it simpler for MC to track)

• Team Minimums allows an MC to create the right education cycle for the entity and an LC to customize education for every function in the right way

• Team Minimums help in Performance Management (Because every team needs to have a JD, MoS, Plan and this needs to be tracked which means performance management in the entity can be structures)

• Team minimums help the MC to have the right information/Business Intelligence to identify what is going well and what are the challenges and how can this lead to increasing productivity!

Planning

Productivity

Talent Capacity

Learning & Developmen

t

Business Intelligence

Team Minimums

Team minimums are a TOOL for TEAM MANAGEMENT and not

something that is implemented by an MCVP TM, MCVP OD OR AN LCVP TM!

Every MCP ,MCVP, LCP, LCVP and Team Leader is using these to lead, manage

and track their teams!

HOW DO I TRACK THESE?

Team

• At least 3 members in a team• Team Experience at least 2 months• Each Team having a team purpose• Weekly/Bi-weekly team meetings for

performance management and track-ing

• Monthly/Quarter Reviews – Optional for teams living a 3-6 months expe-rience and advisable for LCEB and MCEB teams

Plan

• Team Plan with clear team success and MoS

• Individual plan per team member with clear individual numerical contribution to MoS

• Re-Planning (For LC EB/MC EB)• Quarter review (For LCEB/MC EB)

JD• Clear Roles and Responsibilities for each person in the team • Duration of team • Measure of Success• Competencies required and Competencies developed• JD Quarterly Review (For MCEB and LCEB)

Talent Capacity

Training Tracking and Coaching

Evaluation & ReflectionLearning &

Development

• Transition for the team• An education cycle including opera-

tional and operational knowledge for the organization

• Training tailored for each JD

• Weekly/Bi-Weekly Team Meeting • Individual coaching per month

(can be with team leader based on PGS or with external coach/men-tor as well)

• Tracking team and individual performance

• Quarterly Team Meeting (LCEB/MCEB)

• Individual Monthly Coaching meeting • Monthly team and individual feedback meetings • Quarterly team days (LCEB/MCEB)• Development/Assessment of personality/

strengths weaknesses/GCM to assess devel-opment of the team andindividuals through the term

Business Intelligence

What is the Business Intelligence we can get from team minimums tracking and implementation?

• Number of people per programme and function

• Team Plans aligned to LC Plan/MC Plan with clear JD and MoS

• Goals vs. Achieved tracking (% achievement of goals)

• Connection between Education cycle received and team goals achieved

• % of all Team Minimums fulfilled

• % fulfilled under each team minimums (Eg: 50% of the activities under the Team Minimums “Team” have been fulfilled)

Role of MC!FOCUS ON LCs doing between 0-25GROWING IN oGCDP!!!

Role of MC!• Pick focus LCs for oGCDP 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 (embed SDP and Supply and Demand into this)

• 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!

• Set CLEAR GOALS for PRODUCTIVITY with LCs per programme, specifically in oGCDP and measure constantly

Leadership & Management

Structures and learning oGCDP Tier 3