iGIP Tier 2 Structures, L&D and Team Minimums implementation
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Transcript of iGIP Tier 2 Structures, L&D and Team Minimums implementation
iGIP Structures and L&D iGIP Tier 2
What we are aiming for?
BIG JUMP IN ABSOLUTE AND RELATIVE RESULTS if iGIP is
your focus programme!
Some growth (10-15%) if iGIP is your non focus programme
The iGIP OD Model
Current MC Scale break down in this tier
1 MC 250-200 Re 3 MC 200-150 Re 6 MC 150-100 Re 12 MC 100-50 Re 8 MC 50-30 Re
LC Performance in this tier
0-15 Re majority
15-40 Re
One LC does 49 Re
What is this about? • Pick focus LCs for iGIP growth in your entity based on your OD
Model • Using HR Intelligence to grow • Building Capacity for iGIP • Learning and Development • Team Minimums • Summary of what I need to do NOW (Role of MC)
1.Pick focus LCs for iGIP growth
Ask yourself..
Which LCs are making the jump in what programmes and HOW?
……… ……………… Diversity
Tier 2(30-250 Re)
!
LCs in iGIP!0-10 Re!
10-40 Re!40-70 Re
(1 LC)!!
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
What the final outcome should look like..
Focus LCs for iGIP
only Focus LCs for
GCDP only
Some LCs that have
both GIP as focus or 1
GCDP and 1 GIP
Align Planning/Re-Planning of LCs to ensure their goals are aligned to the growth model you have and they are aligned to the National
Plan of your entity
Through NPM, Conferences, coaching visits and virtual calls ensure plans and goals of focus LCs in
specific programmes is aligned to MC Plan and Goals
Ensure every Expansion entity has ONE PROGRAMME driver as well, it is best to have
oGCDP or oGIP as a driver in expansions and have LCs focus on iGIP
Go through the OD Toolkit/content for tier 1 and 2 to get more clarity on Focus LCs, focus programmes and implementation based on
the OD Model!
What should we do with iGIP focus entities?
Every LC has a supply based
raising strategy
Focused LC Coaching based
on iGIP
Align TM support for iGIP and
structures and L&D should be focused on iGIP
growth
2. Using HR Intelligence to grow
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 iGIP productivity is low because most of the experienced members are in another
function, maybe some re allocation might increase productivity 3. 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 iGIP (in front office and back office)/ Number of Raises (In the specific time period)
• Productivity at MATCH = Number of members working for match in iGIP (in front office and back office)/Number of matched (In the specific time period)
• Productivity at REALIZE = Total number of members working in iGIP (front office and back office)/Number of realizations in iGIP (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!
Example to check what is the challenge in the short term!
Set an MC goal for productivity per programme: How?
• Work with all iGIP 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 iGIP 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 iGIP and % of
people in Support
Functions Which level of membership is
contributing most to iGIP?
Team members, Team Leaders or
LCVPs?
Time a new member or new
team leader takes to start performing
% of people by Process – In Ra,
Ma and Realization
What business Intelligence can help to drive results??
Applicants to iGIP TLP positions
TMP Retention Rate
Identifying our challenge can help us find the right solution and drive short term
growth too!
Make sure you have the information you need!
3. Planning and Building CAPACITY based on challenge identification and talent planning
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
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
Run an OPTIMIZED recruitment for the fruit peak – 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 Commi'ed and mo*vated members ( GIP needs commitment and persistence)
q Building
Optimized Selection
Value based recruitment
View the details of Value-Based Recruitment in the General TM content!
2. We have enough members in iGIP
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
Re-allocate to ensure there are the right number of members in iGIP and all other
functions
How to balance the GCDP 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
How to balance the GCDP and iGIP support?
Pick focus LCs for iGIP and iGCDP in a way that in most cases it is not the same LC growing in both programmes
What structure should I recruit into?
Structures for…
0-10 Re 10-40 Re 40-70 Re
0-10 Start Up LC
VP
Member Member Member Member
∞ Ra-Ma-Re
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
Start 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
• SPLIT iGIP and iGCDP 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 Start Up LC
Potential LC (10-40 Re) 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
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
Potential LC (10-40 Re)
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
High Potential LC (40-70Re)
• 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.
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
Some entities have enough capacity however members travel to other cities in the summer/during the holiday period
Understand the GAP in members that this will cause right away
Do an Optimized Recruitment of
Reallocation to fill the gap
Recruit new members for a short term role in the summer to ensure fast attraction
Be specific and clear about JD
Ensure recruitment and induction are
optimized
Remember: Every challenge related to Capacity has a solution, don’t give up!
4. Learning and
Development based on your challenge, exchange flow and
OD Model
USE TM Planning tool How do I
plan?
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
FOCUS ON EDUCATION TO DRIVE RESULTS
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’
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
Eg: Timeline if you are driving realizations in a peak
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
Eg: Timeline if you are driving realizations in a peak
HOW?
How to deliver the education?
National and regional conferences
Induction process based on organizational and operational knowledge
Continuous virtual training
Eg: Timeline if you are driving realizations in a peak
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
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
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
Sales Development Programme Golden Rule
70% PRODUCT & PROCESS
KNOWLEDGE
30% SALES
KNOWLEDGE
Sales Development Programme Suggestions
Members learn by Doing : )
Ensure education for members in support functions who are supporting iGIP as well!
FOCUS ON EDUCATION with back office as well!
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 based on the exchange flow and timeline in your entity (and align this to that of your entity partner as well)
Exchange timeline
4. Ensure there is customised content for specific LCs and specific profiles within LCs.
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
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
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
SUMMARY for Learning and Development
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
5. Implement Team Minimums IN EVERY
TEAM
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 & Development
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 m
anagement and tracking • Monthly/Quarter Reviews – Optional for teams liv
ing a 3-6 months experience 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 & Reflection Learning & Development
• Transition for the team • An education cycle including operational and oper
ational knowledge for the organization • Training tailored for each JD
• Weekly/Bi-Weekly Team Meeting • Individual coaching per month (can be with tea
m leader based on PGS or with external coach/mentor 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 development 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” ha
ve been fulfilled)
Example of how to track team minimums
While releasing structure booklets to LCs, make sure you include: - JD of teams - KPIs and MoS - Training needed
This way you can embed TEAM MINIMUMS into
the CAPACITY PLANNING FOR EVERY
LC!
Embed Team Minimums into Learning and Development Cycle of your entity
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/functions by connecting 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/duration
ü Team minimums implementation as a part of national education cycle
ü Track team minimums
Summary iGIP 30-250 • Pick focus LCs for GIP growth
• 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) just for the fruit peak
• Identify your challenge through the right
information
• Implement Team Minimums
Every member needs to live GEN2015!
Every member, Every day CONTRIBUTES!
GIP Needs to be
everywhere