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TM for iGIP Teaching and Marketing toolkit

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Page 1: TM for iGIP

TM for iGIP Teaching and

Marketing toolkit

Page 2: TM for iGIP
Page 3: TM for iGIP

I !"#w w$%& '#(’r) &$*"!*"+!

Page 4: TM for iGIP

W$%& *, &$*, %b#(&? •  Pick focus LCs for iGIP growth in your entity •  Building Capacity for iGIP fruit peak

•  Learning and Development for the fruit peak

•  Team Minimums

•  Using HR Intelligence to grow

Page 5: TM for iGIP

H#w -%" '#( &%!) %.v%"&%+) #f *&?

L)&’, GO!

Page 6: TM for iGIP

1.P*-! f#-(, LC, f#r *GIP +r#w&$

Page 7: TM for iGIP

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!

!

Page 8: TM for iGIP

Tier 2 and Tier 1

Which LCs are making the jump in what programmes and HOW?

………  ………………  D*v)r,*&'

Page 9: TM for iGIP

Tier 2(30-250 Re) and Tier 1 (250+)

!

LCs in iGIP!0-10 Re!

10-40 Re!40-70 Re!70-100Re!

!!

Pick exactly which LCs in

each LC Cluster is

your focus & what is

their Goal

These LCs have balanced

growth in GCDP and plan

completely based on iGIP

Page 10: TM for iGIP

2. P/%""*"+ %". B(*/.*"+ CAPACITY f#r &$) FRUIT PEAK *" *GIP

Page 11: TM for iGIP

Use TM Planning Tool to Plan for iGIP  

1. Number of Members in iGIP and

support functions

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

functions

Page 12: TM for iGIP

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 iGIP

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

Page 13: TM for iGIP

Run an OPTIMIZED recruitment for the fruit peak – 2 weeks!!

1. I do not have enough

Members in any

programme/function

Page 14: TM for iGIP

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

Page 15: TM for iGIP

Determine who is the right member Skill Attitude Background Interest Time

Page 16: TM for iGIP

Timeline Approach

existing sign ups for TXP and GCDP

Rejected applicants from last

recruitment

Optimized Selection

1 week 5 days

Page 17: TM for iGIP

Optimized Selection

Value based recruitment

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

q  Building                                                                  

Page 18: TM for iGIP

2. We have enough members in iGIP

and support areas

Focus on increasing productivity through L&D and team minimums

Page 19: TM for iGIP

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

Page 20: TM for iGIP

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

Page 21: TM for iGIP

What structure should I recruit into?

Page 22: TM for iGIP

S!r"#!"r$% f&r…

0-10 Re 10-40 Re 40-70 Re 70-100 Re

Page 23: TM for iGIP

0-10 S!'r! Up LC

VP

Member Member Member Member

∞ Ra-Ma-Re

Page 24: TM for iGIP

Basic Consideration: •  Up to 8 TN Takers •  No sales culture yet •  1 sub product as focus (Marketing or

teaching)

Number of members: Depends on Realization goal and efficiency (from planning framework) Job Description: •  Raising (from Market Research, sales, raise) •  Matching (S&D analysis, matching process) •  Delivery (Legal and Reception, EP Experience delivery)

VP

Member Member Member Member

∞ Ra-Ma-Re

Start Up LC

Page 25: TM for iGIP

S!'r! Up Why no Team

Leader

-­‐  Generally  these  LCs  have  low  leadership  pipeline    

-­‐  Since  realizaBon  volume  is  not  high,  growth  requires  a  LOT  of  coordinaBon  and  work  of  members  with  LCVPs  

-­‐  This  structure  doesn’t  need  a  very  large  team  so  an  LCVP  can  manage  it  as  well  

-­‐  If  you  do  have  very  good  leadership  pipeline,  having  a  Sub  Product  based  Team  Leader  can  work  too  

-­‐  SPLIT  iGIP  and  iGCDP  LCVPs  at  an  LC  level  across  the  focus  LCs  

Page 26: TM for iGIP

•  SPLIT oGIP and oGCDP LCVPs for focus LCs

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

•  Summer teams in iGIP can be working to deliver to maybe 2-3 big entity partners only and this is part of their JD

0-10 S!'r! Up LC

Page 27: TM for iGIP

P#&)"&*%/ LC (10-40 R)) VP

TL

Ra&Ma

Ra&Ma

Deliv.

TL

Ra&Ma

Ra&Ma

Deliv.

∞ ∞

ü  Team  Leaders  can  be  split  by  Industry  or  by  Sub  Product  depending  on  your  external  reality  

ü  We  have  the  same  people  working  on  Raise  and  Match  within  the  structure  for  effecBve  and  fast  account  management    

ü  We  have  specific  members  only  to  work  on  EP  Experience  delivery  so  that  EVERY  EP  has  a  great  experience  and  the  rest  of  the  team  can  focus  on  account  management  

   

Page 28: TM for iGIP

ü  If currently these LCs have a lot of available forms to match AND need to raise as well, you can choose to have members divided even by raise and match – as long as you know exactly how to implement

ü  When the same members are responsible for raise and match process, education cannot be focused just on SDP

P#&)"&*%/ LC (10-40 R))

Basic Consideration: •  Growing sales culture •  Focus on 1-2 sub products •  10-12 TN Takers •  Each team leader focus on a different sub

product •  Member Efficiency depends on number of

Realizations and efficiency

Page 29: TM for iGIP

H*+$ P#&)"&*%/ LC (40-70R)) •  Similar structure for LC doing between 10-40 Re •  Number of members maybe more because scale

has increased •  There can be one more team leader to tap into

another market/industry •  Ensure LCVP, Team Leader and Team member have

clear KPIs and MoS •  Team leaders also do manage accounts (maybe

fewer) but this is also part of their role

VP

TL

Ra&Ma

Ra&Ma

Deliv.

TL

Ra&Ma

Ra&Ma

Deliv.

Page 30: TM for iGIP

A.v%"-). LC (70-100 R)) VP (SP1)

TL Ra TL Ma TL Delivery TL Current Account

ü  Team split by Process of Raise, Match and Delivery because this team is high volume and requires focus on each process

ü  The Team for Current accounts manage raise and match to ensure effective account management

ü  There can be an added Team Leader or some more members in Current account team in case there is a dry run

ü  It is important that JD and MoS of members in these teams is split between Current accounts and new accounts

ü  Delivery happens all year round – either preparing for delivery or receiving interns and supporting them hence a separate team is crucial

Page 31: TM for iGIP

A.v%"-). LC (70-100 R)) VP (SP1)

TL Ra TL Ma TL Delivery TL Current Account

ü  The role of team leaders is very important in this structure. Team Leaders have to work in perfect synergy to ensure accounts are managed well

ü  Team leaders have to work in synergy to ensure EP experience delivery

ü  Every member working in raise, match or delivery MUST know fully the iGIP Process. If not, it will lead to members not being able to raise the right forms or members not being able to match forms effectively

ü  JD of members matching is more related to LC-LC Partnerships and is less of coordination with companies for selection (which can also be done by members who are raising)

Page 32: TM for iGIP

A.v%"-). LC (70-100 R)) – O"/' *f LC *, .#*"+ 3 S(b Pr#.(-&,

Job Description (TL Raising) •  Coordinate the market research, segmentation

and division •  Process optimization from research-sales to

raise •  Coordinate the activities of the members •  Performance review and tracking

VP (SP1)

TL Ra TL Ma TL Delivery TL Current Account

VP

TL SP2

Ra&Ma

Ra&Ma

Delivery

TL SP3

Job Description (TL Matching) •  Supply and Demand Analysis •  LC to LC Partnership •  Coordinate the activities of the members •  Performance review and tracking

Job Description (TL Delivery) Legal and Quality analysis •  Coordinate the activities of the members •  Performance review and tracking •  Minimum quality standard delivery to EP •  Ensuring EP has a great experiences and

enable delivery of inner journey to EP

Page 33: TM for iGIP

•  If the advanced LC is in a big city with high market potential, create short units/teams in specific geographical areas only for the summer peak or for all of 2014 to split the market.

•  This will also help one unit focus on GCDP and the other on GIP

A.v%"-). LC (70-100 R))

Page 34: TM for iGIP

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

Page 35: TM for iGIP

•  Finish Planning (using the planning tool) by April 13th at MAXIMUM

•  Then work on action steps so that we have the right capacity by 28th April

•  Engage existing members in iGIP in the meanwhile

Timeline

Page 36: TM for iGIP

SUMMARY for CAPACITY

Page 37: TM for iGIP

SUMMARY

ü  Plan for number of members using planning tool

ü  Recruit or re-allocate depending on outcome of planning

ü  Ensure you follow an optimized recruitment process

ü  Recruit into the right structures

ü  Balance iGCDP and iGIP growth through building capacity

Page 38: TM for iGIP

3. Learning and

Development

Page 39: TM for iGIP

USE TM Planning tool How do I

plan?

Page 40: TM for iGIP

FOCUS ON EDUCATION TO DRIVE SUMMER How can i

achieve this?

1. Create a specific iGIP education cycle only for fruit peak.

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

Page 41: TM for iGIP

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’

Page 42: TM for iGIP

FOCUS ON EDUCATION TO DRIVE SUMMER What kind?

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

Teaching and Marketing knowledge

iGIP Sales knowledge

Team Minimums Implementation

Complete Supply and Demand awareness

Supply based Raising, Re-raising

current accounts

Delivering on country partnerships

Continued Raising and Matching knowledge

Weekly updates on current supply

Delivering Quality Experiences

APRIL APRIL&MAY JUNE

Page 43: TM for iGIP

FOCUS ON EDUCATION TO DRIVE SUMMER

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 iGIP Team Minimums External relevance of country partnerships

Supply and Demand understanding within the sub product How to raise based on product and Supply Matching Process understanding Who are our country partners?

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

APRIL APRIL&MAY JUNE

Page 44: TM for iGIP

FOCUS ON EDUCATION TO DRIVE SUMMER HOW?

How to deliver the education?

National and regional conferences

Induction process based on organizational and operational knowledge

Continuous virtual training

Page 45: TM for iGIP

Sales Development Programme Suggestions

SDP is a combination of sales knowledge, GIP knowledge and management.

Clear KPIs for TM and iGIP Eg: Number of members in TM and increase in sales meetings in iGIP

MoS: Increase in the number of right raises in specific sub product

Page 46: TM for iGIP

Sales Development Programme Suggestions

SDP is a combination of sales knowledge, GIP knowledge and management.

Clear KPIs for TM and iGIP Eg: Number of members in TM and increase in sales meetings in iGIP

MoS: Increase in the number of right raises in specific sub product

Page 47: TM for iGIP

Sales Development Programme Suggestions

Customize SDP to sub product focus and industries that are the focus within these Sub Products

SUPPLY BASED RAISING has to be a very important element of SDP

Implementing team minimums embed within SDP

Page 48: TM for iGIP

Sales Development Programme Golden Rule

70% PRODUCT &

PROCESS KNOWLEDGE

30% SALES

KNOWLEDGE

Page 49: TM for iGIP

Sales Development Programme Suggestions

Members learn by Doing : )

Page 50: TM for iGIP

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

FOCUS ON EDUCATION TO DRIVE SUMMER

Page 51: TM for iGIP

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 specifically for the Fruit Peak

SUMMER

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

CUSTOMISED

Page 52: TM for iGIP

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

Page 53: TM for iGIP

THIS REQUIRES SYNERGY

1.  LC Clustering with GIP Focus 2.  LC Re-Planning support 3.  Effective LC Coaching (in

coordination with MC Team) 4.  Reward and Recognition for

summer peak

1.  Creation of virtual education cycle and timeline

2.  Implementation of team minimums

3.  LC L&D Planning for GIP 4.  Induction

OD/LCD TM 1.  Content customized to LCs 2.  Supply and Demand

knowledge and update

iGIP

BD 1.  If you have BD at an LC

level, measure iGIP and not just funds raised

2.  MC level BD to contribute to iGIP entity growth

Page 54: TM for iGIP

None of this will be successful if

1.   There is NO synergy between OD/LCD and TM to connect LC Coaching and conferences to virtual education

2.  Education is not measurable

3.  Not aligned to GIP Exchange timeline in your entity

4.  Not aligned to recruitment timeline. Eg: Team Leaders need to have the right education right before TMP Recruitment

Page 55: TM for iGIP

SUMMARY for Learning and Development

Page 56: TM for iGIP

SUMMARY

ü  Plan for Learning and Development using TM planning tool

ü  Plan specifically for the fruit peak for specific profiles

ü  Customize education to LC Scale and sub product focus

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

ü  Synergy with clear KPIs is important to make it work

ü  There has to be a connection between Education through OD role (Planning and coaching) and education through TM

Page 57: TM for iGIP

4. I0p/)0)"& T)%0 M*"*0(0, IN EVERY TEAM

Page 58: TM for iGIP

Team Minimums Team

Plan

JD

Training

Tracking & Coaching

Evaluation Standard and sense

Reason Direction

Contribution Tool

Performance

Page 59: TM for iGIP

HOW DO I TRACK THESE?

Page 60: TM for iGIP
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Page 66: TM for iGIP

Team Minimums Team

Plan

JD

Training

Tracking & Coaching

Evaluation Standard and sense

Reason Direction

Contribution Tool

Performance

Page 67: TM for iGIP

4. Using HR Business Intelligence for iGIP

Page 68: TM for iGIP

What business Intelligence can help to drive the fruit peak?

% of people in iGIP and % of

people in Support

Functions

Page 69: TM for iGIP

What business Intelligence can help to drive the fruit peak?

Which level of membership is

contributing most to iGIP?

Team members, Team Leaders or

LCVPs?

Page 70: TM for iGIP

What business Intelligence can help to drive the fruit peak?

Time a new member or new

team leader takes to start performing

Page 71: TM for iGIP

What business Intelligence can help to drive the fruit peak?

% of people by Process – In Ra,

Ma and Realization

Page 72: TM for iGIP

What business Intelligence can help to drive the fruit peak?

Applicants to iGIP TLP positions

Page 73: TM for iGIP

What business Intelligence can help to drive the fruit peak?

TMP Retention Rate

Page 74: TM for iGIP

Why does information help?

The Right Information

helps us find our CHALLENGE

Page 75: TM for iGIP

Why does information help?

Page 76: TM for iGIP

Example of this

Page 77: TM for iGIP

Every member needs to live GEN2015!

Every member, Every day CONTRIBUTES!

Page 78: TM for iGIP

GIP Needs to be

everywhere