igcdp tier 3 structures and l&d

TM for iGCDP iGCDP | 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?

The iGCDP OD Model for 1er 3

GCDP Clustering for LC

iGCDP

Beginner 0-25 X RE Intermediate 25-100 X RE Advanced 100-200 X RE

Mature +200 X RE

What is the current state?

En11es in Tier 3 iGCDP

LCs Combined these entities have…

121 RE �

24 RE �average LC �

Highest �achievement �in 2013�LC FTU HCM �Most LCs do between

20 - 45 RE ��These are the LCs we need to focus on to grow. �

LCs in Tier 3 iGCDP overview

LCs 0-25 Re � LCs 25-100 Re �

LCs have a lot of scope to JUMP!!

What we are aiming for?

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

LCs in tier 4 (0-25 in iGCDP)

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

How can you take advantage of it?

Let’s GO!

1.Pick focus LCs for iGCDP growth

121 RE �

24 RE �average LC �

Highest �achievement �in 2013�LC FTU HCM �Most LCs do between

20 - 45 RE ��These are the LCs we need to focus on to grow. �

LCs in Tier 3 iGCDP overview

LC Performance over view in this 3er

The top LC does 121 Re in this tier – AIESEC FTC HCM in

Vietnam

A large number of LCs in this

tier do between 0-25 Re

Most entities in this tier have between 2-10

LCs

Only Korea has 12 LCs, rest

entities have 10 or less than 10

LCs

Only about 5 LCs in this tier do above 100

What we observe?

•  There are enough 1er 3 and 1er 4 LCs in that can make the JUMP in Tier 3 MCs for iGCDP

•  Most of these en11es are either: 1.  Focused on iGCDP 2.  Have iGCDP as their second focus 3.  Intend to ensure iGCDP growth in their 1er 4 LCs

•  These en11es should be increasing in their iGCDP contribu1on 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 iGCDP

Why does informa1on 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!

•  Produc'vity at RAISE = Number of members working for raise in iGCDP (in front office and back office)/ Number of Raises (In the specific 'me period)

•  Produc'vity at MATCH = Number of members working for match in iGCDP (in front office and back office)/Number of matched (In the specific 'me period)

•  Produc'vity at REALIZE = Total number of members working in iGCDP (front office and back office)/Number of realiza'ons in iGCDP (In the specific 'me 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

Applicants to iGCDP TLP positions

TMP Retention Rate

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

hTp://www.myaiesec.net/content/viewwiki.do?conten1d=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/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  Committed and motivated members ( GIP needs commitment and persistence)!

q  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

What structure should I recruit into?

Structures for…

0-25 Re 25-100 Re 100-200 Re

FIN JD in iGCDP TM JD in iGCDP MKT JD in iGCDP iGCDP 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


∞ Ra-Ma-Re

Beginner LC (0-25 Re)

Back Office Supports TM Member L&D;

Sales Development Program

Finance Project Financial Model

Marketing & Communication

Project packaging, Project showcasing;

ER External Resources integration(new Partners)

VP


∞ 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


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)


Back Office Supports

TM Member profiling Member Learning & Development

Sales Development Program

Finance Project financial model Member development investment


National brand alignment Showcasing

EwA Public Relations Management

ER External resources integration Partner engagement

VP

OCP OCP OCP



Advanced LC (100-200 Re)

•  Un1l this stage, an LC is only working on na1onal project implementa1on, however here an LC can also start working with local projects

•  The LC also should start focusing much more on balancing quality with quan1ty (to ensure it can keep growing in Realiza1ons and NPS)

VP

OCP (Nat’l) OCP (Nat’l) OCP (Nat’l) OCP (Local)


∞ Ra-Ma-Re ∞

Ra-Ma-Re ∞

Ra-Ma-Re ∞

Ra-Ma-Re

VP


Number of members: Depends on TM Planning Job 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


Back Office Supports

TM Member profiling; Buddy engagement;

Learning & Development for Members; SDP;

Finance Project financial model; Crisis management


Brand audit and national alignment; EwA;

Showcasing.

ER Partnership raise and maintenance

IM Process optimization

VP


∞ Ra-Ma-Re ∞ Ra-Ma-Re ∞ Ra-Ma-Re ∞ Ra-Ma-Re


4. Learning and

Development

USE TM Planning tool How 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

iGCDP All Levels

TOPIC! CONTENT! OBJECTIVES! TARGET!

PRODUCT KNOWLEDGE!

q  Relevance of the product in the society "

q  What is a product and product life cycle"

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

q  Understand the exchange process from Calls until Completed "

q  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!

q  Exchange process flow and yearly timeline (product customer flow)"

q  Exchange Management on the GIS"

SUPPLY & DEMAND MANAGEMENT!

q  Supply and demand theory and necessity"

q  Exchange management on the GIS"

INNER&OUTER JOURNEY!

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

q  Delivery of I&O journey to our customers"

q  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!

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

better customer service "q  Data analysis and usage (plan)"

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

All levels iGCDP

All levels TOPIC! CONTENT! OBJECTIVES! TARGET!

ISSUE-BASED SEGMENTATION!!

q  Why and how of issue segmentation for GCDP in AIESEC"

q  Changes in product and process management in the LC"

q  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!

q  Hofstede’s cultural dimensions"q  Behaviours and attitude

needed for effective cross-cultural communication"

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

Members, Leaders,

VPs!

CUSTOMER LOYALTY FOR STUDENTS!

q  Building a customer relationship with trainees"

q  Minimums of project delivery"q  How to satisfy our customers"

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

Leaders & VPs!

SALES TRAINING!

q  Basic sales knowledge and techniques"

q  Practice sales of our products"

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

Members, Leaders,

VPs!

iGCDP

iGCDP Intermediate (LCs doing between 25-100)


NATIONAL PROJECTS!

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

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

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

Leaders & VPs!

PROJECT MANAGEMENT!

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

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

Leaders & VPs!

COUNTRY-TO-COUNTRY PARTNERSHIPS!

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

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

VPs!

SHOWCASING & PROMOTERS!

q  What is showcasing and promoters stories usage"

q  How to brand promoters stories and showcase them"

q  Showcasing channels and partnerships"

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

Leaders & VPs!

INTERMEDIATE iGCDP

iGCDP Advanced (LCs doing between 100-200)


BUSINESS MODEL!

q Business model canvas"q Financial model"

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

Members, leaders, VPs!

PRODUCT DEVELOPMENT!

q Product packaging"q Product development flow &

processes"q Customization"

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

Leaders and VPs!

SALES DEVELOPMENT PROGRAM!

q Knowledge and practice of advance sales techniques" q  Increasing the capacity and the productivity

to reach the higer level of sales results"Members,

leaders, VPs!

CRM MANAGEMENT!

q Account management"q System usage and

management"q Rules and regulations of

CRM"

q Working professionaly on customer relationship management"

Members, leaders, VPs!

!

ADVANCED iGCDP

TOPIC! CONTENT! OBJECTIVE! TARGET!

BUDDY & HOST PROGRAM!

q Packaging of host & buddy program"

q Attitude and responsibility towards engaging those customers"

q Concrete processes on working with H&B"

q 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!

q XPP review"q How to deal with the threats

before, during and after they occure"

q Case solving practice"

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

Leaders. VPs!

LC2LC PARTNERSHIPS!

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

management"

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

VPs!

ADVANCED iGCDP

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

A lever to support our ambi1ons for iGCDP Grow iGCDP Raises

we need to have a lever big and strong enough to support our iGCDP ambitions :)

sdp for igCDP why?

Using the Sales Development Program a education and tracking tool to increase the sales capacity and intensity of iGCDP members

Sales Development for iGCDP Golden Rule

70% PRODUCT & PROCESS

KNOWLEDGE

30% SALES KNOWLEDGE

T �G � C � M �RA Goal

Sales Negotiation Meeting Goal

Sales Meeting Goal

Cold Calling Goal

Cold Leads Goal

how much time does this process take?

Define what you want to achieve in iGCDP and when so that your SDP can be tailored to your sales needs.

Sales Development for iGCDP�

How?

t g c m

RA Goal

Sales Negotiation Meeting Goal

Sales Meeting Goal

Cold Calling Goal

Cold Leads Goal

how much time does this process take?

Who is going to achieve this? This will define the key target for your SDP. eg. I’m going to target iGCDP Sales-Raising TMP

sdp for igCDP how?

c m

This is where you make your sales development program framework with the key message and best channels to connect to your target audience! :D

A tracker system

Education Framework/ timeline Customize as per

your sales reality and OD Model!

what is sdp made of?

Content and Delivery

Sales Conference if needed

Educa1on framework and 1meline

Ensure educa1on is ploTed on a 1meline ALIGNED TO PEAKS

link all training to relevant team and individual activity happening at the time (link content to push for Peak)

each class must have clear KPIs and output that are tracked by the LCVP and MCVP responsibles

Ensure the local TM can leverage off SDP by time lining their activity too.

Educa1on framework and

1meline

Right Target/Profile �

Right Content �

Right Delivery/Channel�

Right Timeline �Right KPI and Measurement �

Ensure that SDP content is tailored for LC scale:

-  0-25 -  25-100 -  100-200 -  200+

-  0-25 -  25-100 -  100-200 -  200+

-  0-25 -  25-100 -  100-200 -  200+

-  0-25 -  25-100 -  100-200 -  200+

-  0-25 -  25-100 -  100-200

View sample tracking system and Sample sales conference Agenda on spreadsheets below

Though there is a sample tracker, what makes most sense is to embed even SDP tracking into

team minimums tracking (by focusing on tracking sales teams)

5. Implement Team minimums

Team Minimums Team

Plan

JD

Training

Tracking & Coaching

Evaluation Standard and sense

ReasonDirection

ContributionTool

Performance

The team minimums are the basis of EVERYTHING YOU DO IN YOUR ENTITY!

•  Team Minimums help an LC in capacity planning and implementa1on (and makes it simpler for MC to track)

•  Team Minimums allows an MC to create the right educa1on cycle for the en1ty and an LC to customize educa1on for every func1on 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 en1ty can be structures)

•  Team minimums help the MC to have the right informa1on to iden1fy what is going well and what are the challenges and how can this lead to increasing produc1vity!

Team minimums are a tool for TEAM MANAGEMENT and not something that is implemented by an MCVP TM or an

MCVP OD! OR AN LCVP TM! Every MCVP and LCVP is using these to lead, manage and track their teams!

HOW DO I TRACK THESE?

Example of how to track team minimums

What should I do to implement them? ü  Educate membership completely on the team minimums and how to implement them

ü  Create examples of how team minimums need to be implemented across programmes/func1ons by connec1ng them to the structures of teams at LC level

ü  Train team leaders across GIP to ensure they know how to implement team minimums through the whole team cycle/dura1on

ü  Embed team minimums into capacity and L&D Planning for ALL TEAMS

ü  Team minimums implementa1on as a part of na1onal educa1on cycle

ü  Track team minimums

MC Team should start implementing team minimums with LCVPs!!

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

Role of MC! •  Pick focus LCs for iGCDP 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 iGCDP and measure constantly

igcdp tier 3 structures and l&d

Leadership & Management

tmp retention

customer experience

tm planning

sales development

pick focus

cultural communication

team minimums

od model