TM for iGCDPiGCDP | Tier 4

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 tier 3

What is the current state?

EntityAFGHANISTAN

ALBANIAALGERIAARMENIA

AUSTRALIAAUSTRIA

AZERBAIJANBARBADOSBELARUSBELGIUMBOLIVIA

BOSNIA - HERZEGOVINABOTSWANA

BURKINA FASOCANADA

CAPE VERDECHILE

COSTA RICACROATIA

DENMARKDOMINICAN REPUBLIC

ECUADOREL SALVADOR

ESTONIAFINLANDFRANCEGABON

GEORGIAGERMANY

GUATEMALA

HONG KONGICELAND

IRANIRELAND

JAPANJORDAN

KAZAKHSTANKUWAIT

KYRGYZSTANLAOS

LATVIALIBERIA

LUXEMBOURGMALTA

MOLDOVAMONGOLIA

MONTENEGRONAMIBIANEPAL

NEW ZEALANDNICARAGUA

NIGERIA

NORWAY

OMAN

PANAMA

PARAGUAY

PUERTO RICO

QATAR

REPUBLIC OF MACEDONIA

RWANDA

SENEGAL

SINGAPORE

SLOVENIA

SPAIN

SWEDEN

SWITZERLAND

TAJIKISTAN

THE NETHERLANDS

UNITED ARAB EMIRATES

UNITED KINGDOM

UNITED STATES

URUGUAY

Entities in Tier 4 iGCDP - 72

25 RE

Most LCs do between 0-15 Re in

this tier – All LCs are tier 4 LCs

LCs in Tier 4 iGCDP overview

What we are aiming for?

Entities that are focused on iGCDP in this tier ensure ALL their LCs

jump from a scale of 0-25 to 25-100

The key driver for this is planning for TM driving iGCDP, structures, L&D, building sales intensity and implementing team

minimums!!

What is this about?

• Pick focus LCs for iGCDP growth in your entity

• 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

25 RE

Most LCs do between 0-15 Re in

this tier – All LCs are tier 4 LCs

LCs in Tier 4 iGCDP overview

Most entities in this tier have between 1-10 LCs (A lot of entities below 5 LCs)

Go through the OD Toolkit for tier 3 and tier 4!

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!

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!

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

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

Value based recruitment

http://www.myaiesec.net/content/viewwiki.do?contentid=10299749

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!

Structures for…

0-25 Re 25-100 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)

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

iGCDPAll 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 levelsiGCDP

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

iGCDP

iGCDPIntermediate (LCs doing between 25-100)

TOPIC CONTENT OBJECTIVES TARGET

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

INTERMEDIATEiGCDP

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 ambitions for iGCDP Grow iGCDP Raises

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

sdp for igCDPwhy? 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

TG C MRAGoal

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?

tg c m

RAGoal

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 igCDPhow?

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/

timelineCustomize as per your sales reality and OD Model!

what is sdp made of?

Content and Delivery

Sales Conference if

needed

Education framework

and timeline

Ensure education is plotted on a timeline 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.

Education framework and

timeline

Right Target/Profile

Right Content

Right Delivery/ChannelRight Timeline

Right KPI and Measurement

Ensure that SDP content is tailored for LC scale:

- 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 MinimumsTeam

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 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 to identify what is going well and what are the challenges and how can this lead to increasing productivity!

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

MC Team should start implementing

team minimums with LCVPs!!

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

Role of MC!• 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)