Challenges in the network

AI tasked the steering team with diving into the top 3 challenges

we currently see in the network. There are many challenges in the

network right now of course based on the input of the MCP

network. We took this input and prioritized the following 3 areas:

1. Localizing National Strategy

2. Talent Capacity

3. GIP sales Activity

Localizing National Strategy

It has been identified that some LCs cannot implement national

or global strategy properly.

• No MC-LC alignment (MC and LC are not on the same page)

• Most of our suggestions are related to alignment and when we consider

alignment, the key starting point is planning.

• MCs filter information to be passed from AI to LCs

• Management challenges between LCs and MC

• Cultural challenges between MC and LC.

Root causes of the problem

Recommendation for the network (MCPs)• Plan virtual sessions including LCPs, SG, National Plenary for the Planning

Process it helps with the implementation and the creation of relevant National

Strategy for your entity, commitment and ownership

• Define the processes needed and the skills needed for the LCPs and your

people in order to implement the strategy properly

• Provide support to LCs in order to make dynamic and flexible structures based

on the strategy and the timeline. The structure of the LC teams changes according

to the timeline and the Strategy that is being implemented at the moment. Ex

Different Structure for LC Teams in December, different for March

• MCPs should consider a common point of education to understand AI

strategy.

Recommendation for the AIESEC International

• Study elections and conferences in order to facilitate a further standardized

network in terms of timeline or customize support, summits based on the info you get

• Standardized planning models within clusters [WENA –CEE common planning

model of DRIVERS]

• Customize planning to fitting the needs of the regions and regions should plan

together by having summits where AI regional responsible are present.

• Include more LCPs and LCVPs at the GSTs in order to implement faster Global

Activities and Strategies

• Implementation HUBs:

• 1) Use Countries for piloting Global Strategies,

• 2) Connect the Piloting Countries, creating HUBs like that

• Create follow up strategy specific for each region after International Conferences

• Clear Customized channels for downscaling Plan, ex. videos for LCPs, etc

Talent Capacity

• TMP and TLP are not being planned based on exchange delivery.

• Lack of understanding of the “Why”

• Lack of TMP and TLP tracking to ensure quality experiences and learning of

members.

• The method of how AIESEC in developed countries is approaching and

capitalizing on the student market

Root causes of the problem

Tracking all TMP/TLP experiences that members are living in order to ensure quality and also check NPS score. Using this in order to engage even more people.

• Separate Promotion and Selection activities in order to be able to focus on the right thing.

• MCP/LCP are participating at least in Talent Planning and Talent tracking along with the program heads.

• Processes optimization for Selection in order to have better capacity in Talent Recruitment.

• Delivering “Why” content from MC to LCs by national conferences, coaching and other implementation channels.

Recommendation to MCPsRecommended wikis:• Team Based Recruitment to

Build Talent Capacity.• Talent Capacity Driving GIP

and GCDP Growth• Flexible Structure to Drive

GCDP and GIP Growth

Recommendation for the AIESEC International

• Give recommendations on Talent Management Department Structure.

• To create webinars for delivery wiki’s content.

• To explain how NPS usage is in TMP/TLP.

• To showcase what other countries are doing in process optimization for talent

management.

• To find an external talent management consultancy for AIESEC.

• How can we make talent management process less time consuming and more

efficient?

Sales Activity

• There are not enough members doing

sales, and those that are, are not doing a high

enough intensity of sales

• Positioning of the value of being a salesperson in AIESEC, even if you don’t

want to go into a sales career.

• Expectations misaligned to new salespeople regarding the amount of sales

activity and time or energy required to achieve success in sales.

• Not using resources optimally

Root causes of the problem

Recommendation for the network (MCPs)Sales Management• Have a clear responsible to drive LC sales activities on the MC and ensure their

activities role-model, recognize and track sales activity• MCPs need to ensure integration of AI GIP strategies into daily operations.• MCPs need to ensure engagement of LC sales people with AI sales development

resources.

Sales Positioning to Membership• Position the value of developing sales skills to different types of career and individual

aspirations during recruitment• Improve the expectation setting about the amount of effort required to see success in

sales to new members in inductions.• Build GIP sales excitement through any touch points possible with your

membership. E.g. LCP newsletter, public recognitions.

We need more people doing more intensive sales!!

Recommendation for the AIESEC International

• Recognition to global level for salespeople through newsletter or other public

communication channels.

• Define different cluster of GIP entities (e.g. according to level of difficulties)

and translate AI GIP Strategies respectively.

• Create global sales community (virtually) to ensure proper implementation and

usage of global sales development resources.

Our message to the network

“If the world had a flower for everytime you

stood up and led towards positive impact, we’d

have a garden to walk in forever.”