3 Steps to Re-Raising in 2014

How to Re-Raise Like Never

Before

Content• Why Customer Loyalty for Organizations?

• What Happened with the 100 Days Challenge?

• What Our Customers Say

• What Some Entities Are Doing to Retain Customers

• Our Solutions for 2014• Improved JQ• Fast Matching Process• Account Management Flow for Every Account

• How Can You Implement this in Q1

• Q & A

Think of all the partners AIESEC had. What if we just hadn’t lost all of those companies?

Vision of CLO

2011 Customers 2012

Customers2013

Customers

2014 Customers

How to Get There

Re-raising in the short-term based on the 100 Days Challenge and the

CEPT Model

Customer Loyalty in the long-term with product

and process improvements based on

customer insight

50% 35

00

Does Customer Loyalty Drive Results?

• Poland 10 TNs – “We worked with the TN-taker fast and professionally”

• Brazil 5 TNs – “Because they were extremely satisfied with their previous intern”

• Romania 30 TNs – “Trust between the CEO and AIESEC, based on our past professionalism”

• France 10 TNs – “We were professional and flexible in the process”

• Greece 25 TNs – “We delivered what we promised. We were professional and fast, so they keep coming to us.”

• Belgium 35 TNs – “They re-raised because they were satisfied with our service”

• Belgium 10 TNs – “We had multiple internal champions who had received trainees in the past who gave us excellent endorsements”

• Russia 6 TNs – “Past interns we provided them stayed and became leaders in the company, so they actually approached us when they needed more talent for their new strategy”

100 Days Challenge

What Did AIESEC United States DO

based on talking to customers?

GATHER CUSTOMER INPUT

Target specific LCs and follow up weeklySJArizonaIllinois

LCs have until Thanksgiving to reach out to partnersNST + MC will contact all partners who have not submitted feedback by that point

UTILIZE CURRENT CUSTOMER INPUT

1. Release project update to national plenary

2. Video Testimonial Collection to mobilize promoters

3. Provide LCs with a referral framework to mobilize promoters

4. Create an AD Account Manager Certification process. Every account manager must pass the following trainings:

1. J-1 Visa2. Delivery Process3. Partnership Management

5. Change ER Principles: LCs must meet partners every quarter. If partner isn’t met for two quarters the contract is re-allocated to another LC

6. Re-vamping website content for companies with clear process

INCREASE ENGAGEMENT WITH AIESEC

Have EPs write thank you letters to our partners for creating exchange experiences and include these in our Christmas Cards

Send a letter to all our detractors/passives in January with “AIESEC New Years Resolution-Our Commitment to our Partners” Signed by MCP and LCP

What Our Customers SayOf survey responses

1335%

22%

43%NPS score

% of promoters

% of detractors

% of passives

Professional skills of trainee

50Professionalism of

AIESEC45

Level of trainee's motiva-tion44

Personal skills of trainee41 Communication with

AIESEC39 Selection Process

39

Promoters Issues Level 1

ANALYSIS.Of survey responses

Selection Process33Visa Documents and In-

formation31

Communication with AIESEC

27


26 Accessibility of informa-tion25Logistical support upon ar-

rival24

Passives Issues Level 1

Selection Process32

Communication with AIESEC

32


28

Visa Documents and In-formation

27

Personal skills of trainee23

Information provided21

Detractors Issues Level 1

ANALYSIS.

promoters

31%

40%

17%

5%

2%

DEFINITELY WILL

PROBABLY WILL

MIGHT OR MIGHT NOT

How likely are you to take another intern with AIESEC GIP?

passives detractors

55 45 5

49 66 16

5 22 29

112

5

PROBABLY WILL NOT 2DEFINITELY WILL NOT 1

Conclusions from our Customers

• The key source of satisfaction for our customers is the quality of the trainee

• How can we capitalize on this and make sure we always bring the right EP?

• Customers are dissatisfied with us based on our selection process and poor communication

• How can we fix these?

• If we manage accounts well we can double re-raising

Our Solutions

Standard selection

process to make matching fast

and easy

Standard account management flow and

acct mgmt JD

New JQ to Raise the Right TN

JQ Sensing

•How many pages is your JQ?

•Do you have a problem with companies taking too long to complete the JQ, slowing down your raising and matching process?

Why a New JQ?• Companies are most satisfied

when we bring them a quality EP

• Our TN Form and screening process don’t capture personal qualities of the EP and don’t tell us what is most important to the companies

• The TN form should support us in understanding the company’s needs so that we can re-raise

New JQ• Short (4 pages)

• Customizable based on sub-products and country partnerships

• Tells us what is really important to the company

• Gives insight to future needs

Short• Program Description

• Company Info

• JD• Tasks, goals, hours, sub-product

• Background and Personality of the EP• Studies, skills, qualities, languages,

countries

• Future Needs

• Contract

Customizable•Major and minor job roles

•Feature only the sub-products you want to

•Show only the countries and background skills you want to

Tells us what is really important to the company for better EP Screening

•“How would you describe the ideal candidate for this position?”

•“What are the three most important personal qualities the intern must have?”

Gives Insight to Future Needs

•To be filled out by the seller:

• “What are general HR needs AIESEC could help you with?”

• “Do you want AIESEC to inform you about any other profiles?”

How The JQ Should Be Used

• This is like the company’s profile—you should always use it to understand the company’s needs and bring it to future meetings

• Revisit the JQ with customers in the future to see if their needs have changed

What You Should Do

•Customize the JQ for your sub-products and country partnerships before the beginning of Q1

•Train your members how to use it and how to run a meeting using your fast and easy JQ

What Will Happen from AI

•TN Forms on myaiesec.net updated to include

• Personal qualities

• Ideal candidate description

• Major and minor job roles

What Should the Result Be?

•You know how to satisfy the company easier

•We’re able to match a TN-taker with the ideal EP for them, so we can easily re-raise with them in the future

Our Solutions

Standard selection


and easy


acct mgmt JD


Matching Process Sensing

•How long does it take your entity from raise to match?

•What is the key reason the process takes so long?

Why a standard Matching Process

•Don’t have a clear process, company gets confused

•Takes too long

•Companies often aren’t satisfied with shortlists

6 Week Matching

Plan

Step 7 : Match

Step 6 : Company interview

Step 5 : Short-list candidates

Step 4 : AIESEC interview

Step 3 : EP Screening

Step 2 : TN Global promotion

Step 1 : Signing the contract Understanding the company needs

Day 1

Behind The Scenes Together With the Company

Assess company’s shortlist expectations

Set expectations for visa timeline based on country preferences

Agree on the channel of communication

Set dates for all meetings and steps leading to match

STEP 1: Signing the contract and Understanding the Company Needs

Day 1


Step 1: Signing the contract & Understanding the Company Needs

Understand the global Supply

Understand the company’s need in terms

of sub-products

Confirm the EP profiling by showing the company

example CV

Set expectations for the company based on global

supply

Day 2- Day 14


STEP 2: TN Global Promotion

Meanwhile contact available EPs using AFT and my@ and contact EPs

that previously applied to your entity

Contact target countries

Create promotion material

Make TN form in [email protected] available

mailto:[email protected]

Day 15 – Day 18

Behind The ScenesTogether With the Company

STEP 3: EP Screening

Go to Interview Process

Approve/Reject candidates

Analyze all the CVs and select the candidates according to company’s

criteria

Collect all the CVs

Day 19- Day 25

Behind The Scenes

STEP 4: AIESEC Interview for Shortlisting

Send the CV package to Company

Reject/Approve Candidates

Make candidate reports

Interview

Arrange the interview with candidate

Together With the Company

Day 26 – Day 28

Behind The ScenesTogether With the

Company

STEP 5: Shortlist Candidates

Reject the EP who didn’t pass @ interview and company short-list

Emphasize timeline and ask result from company within 3 days

Highlight the candidates who we recommend

Share shortlist with company

Check whether the candidates align with other company’s

need

Update EP about the process and the timeline (You will get

feedback from company within 3 days)

Day 29 - Day 42


STEP 6: Company interview

Get TN AN & Invitation Letter

Ask for interview result after interview

Remind both company and intern one hour before interview’s time

Help company prepare ideal interview

Communicate the interview result to

candidate

Send company induction materials to candidates to

help them

Communicate the interview time with

candidates

Get EP AN

Step 7 : Match

Congratulations! You have just matched a TN

in 6 weeks.

How Should You Track This Process in an LC?

Contract Signing TN Promotion EP Screening

AIESEC Interviewing Candidates

Shortlisting Candidates

Company Interview

Match Completed

TN 1 X X X X O

TN 2 X X OTN 3 X X O

What You Should Do

• Teach this process to your LCs and focus on parts of the process that your entity currently doesn’t do well

• Add anything about your focus sub-products and partnerships to this process to make the process fit with your other strategies

• Modify your CRM to track these stages of the matching process and track how quickly your matchers move through each stage and where you lose companies in the matching process

• Showcase examples of LCs matching quickly and successfully

What Should the Result Be?

•More matches

•Higher matching rate

•Faster matching time

•More satisfied customers

Our Solutions

Standard selection


and easy


acct mgmt JD


Account Management Sensing

• Does every one of your accounts have one clear responsible that you can track from the national level?

• For all of your accounts do you have a record of who the contacts are, what their needs are, their satisfaction with AIESEC, etc?

• Has every one of your accounts had an in-person meeting in the last three months?

• Do you have separate goals for new raises and re-raises in your entity? Does every account have a re-raise goal?

About Account Management

•“AIESEC has to use communication channels more actively. We’re paying AIESEC and AIESEC has to give more quality service for this fee.”

•“Communication should be very fast and should result in quick output.”

•“We need one person we can talk to who will respond to our problems”

Having an Account Manager

•A person who manages the account from contract signing to re-raise, for a minimum of six months

•Responsible for fire-fighting, checking in, quarterly meetings, and transitioning the next account manager

•Goals are always re-raising, referrals, and customer satisfaction

JOB DESCRIPTION – ACCOUNT MANAGER

Look over the intern results for company

Evaluate the intern development

Evaluate relationship between AIESEC-company

Set future learning points for better experience

Description:

TMP - 6 monthsAverage 5 hours per account/week2-3 accounts per person

# Re-Raised Accounts # Upscaled Accounts # of Referrals

ROLE:

Measure of Sucess:


5. Ensure frequent communication with all accounts:

Regular meetings and check-ins with the company

Constantly ensure clarity of the partnership agreement on the JQ

Guiding the customer through the legal & selection process

6. Maintain communication with TN Taker, and answer requests within MAX. 48 hours.

7. Prepare an “Internship Closing Report” with successes & learning points uploaded to the CRM

1. Track history of each account, transition knowledge and relationship to successor, including meeting to transition account

2. Track every customer interaction with the CRM

3. Set detailed timeline for each account in coordination with the LCVP iGIP.

4. Understand customers’ values, purpose, and connection to AIESEC

Responsibilities:


The Account Manager is responsible for the Matching process as well

In cases with an account with 10+ Internships Realized per Year the Account manager should be a 1 Year Role and outsource the matching process

Important Information:

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Pre

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Work

Check

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Fill th

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Feedback

Surv

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Inte

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evalu

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Physical Meeting

Virtual Interactions (Fast calls, mails)

RE RAISING

Legend:

ACCOUNT MANAGEMENT CUSTOMER FLOW

RE

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Year

Revie

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Transi

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For every account you must have the following meetings:

KICK OFF MEETING

Company contact, Sales Member & Account Manager

Introduce Account Manager

Complete Job Questionnaire – New!

Set expectations about matching supply and timeline using sample CVs

Clarify desired number of EPs in the shortlist

Set expectations about Visa and the matching process, including a day-to-day timeline with each meeting scheduled

DELIVERABLES:PARTICIPANTS:

CHECK IN (during Selection Process)

By phone/email with company contact & Account Manager

IMPORTANT:• Must be customized

according to timeline• Suggested when:

• Sending shortlisted candidates

• Receiving feedback for shortlist

Have JQ available for clarifications and review of agreement

Process overview (interview phase, hometask)

Schedule next meeting or call


IMPORTANT:

SELECTION MEETING

Company contact & Account Manager

Call or mail the company to remind them to sign the documents

Collect the Acceptance Note previously signed

Ensure that any documents necessary for the Intern’s Visa will be properly signed

Review with the company the next procedures

Align next steps about Visa and Flight Ticket


IMPORTANT:

PREPARATION

Intern’s supervisor &

Account Manager / Reception Manager

1-2 weeks before realization (meeting or call)

Go over introduction procedure before trainee’s arrival

Schedule first day and induction at the company

Expectation setting about cultural differences

Give information about what AIESEC is providing for the trainee

Clarify exact time of trainee’s arrival


IMPORTANT:

FIRST DAY AT WORK

Intern’s supervisor & Account Manager / Reception Manager

Set expectations towards each other

Clarify responsibilities between AIESEC, trainee & the company

Ensure the conditions are fulfilled

Clarify next steps between AIESEC & Intern and AIESEC & company


CHECK IN ( during the internship)

By phone with intern’s supervisor & Account Manager

• The check in with the intern must happen in the same frequency

Check the expectations about:How is the intern doing?How is he or she performing (so far)?Have there been any issues?

What are the next steps in the process

Schedule next meetings


IMPORTANT:

QUARTERLY REVIEWS – STANDARD

Intern’s supervisor, HR responsible, Account Manager, and next Account Manager

•This is the right moment for the account transition to the new account manager

AIESEC reports on the last 3 monthsActivities between AIESEC and internEP LEAD

Company reports onAIESECInternship (evaluation)

Ask for feedback, potential future needs, and referrals / endorsements

Review JQ


IMPORTANT:

QUARTERLY REVIEWS – ACCOUNT TRANSITION

Intern’s supervisor, HR responsible and New Account Manager

•In the whole AM process it should be clear the AM will change after every 6 months in the quarterly reviews

Present the New Account Manager Provide the contacts (phone and mail)Align check-in points and meetings

AIESEC reports on the last 3 monthsActivities between AIESEC and internEP LEAD

Company reports onAIESEC Internship (evaluation)

Ask for feedback, potential future needs, and referrals / endorsements

Review JQ


IMPORTANT:

QUARTERLY REVIEWS – ANNUAL REVIEW

Intern’s supervisor, HR responsible and/or CEO (if possible), Account Manager & newly elected VP

•Explain the role of the LCVP iGIP for the company and give the company the contact of LCVP iGIP

Ask for feedback / evaluation of the partnership so far including large scale improvements

Ask for potential current or future company needs

Ask for planned projects where AIESEC can provide HR in the next 1 or 2 years

Ask for referrals / endorsements

Review and potentially revise current JQ


IMPORTANT:

Fill the Feedback Survey

By mail and phone with intern’s supervisor & Account Manager

Explain the purpose and relevance of the survey

Clarify any possible doubts about filling the Survey

Remember the company about it every 3 days


INTERNSHIP EVALUATION MEETING

Intern’s supervisor, Account manager, CEO or HR responsible

•1-2 week before intern leaves

Look over the intern results for company

Evaluate the intern development

Evaluate relationship between AIESEC-company

Set future learning points for better experience


IMPORTANT:

What You Should Do• Set goals for new raises and re-raises in every LC

• Build a CRM if you don’t have one and drive behavior in your LCs of using it—if it’s not on the CRM you don’t count it and you don’t raise TNs on myaiesec.net

• Make sure your CRM allows you to see who is responsible for every account, the long-term needs of the company, the satisfaction of the TN-taker, and the last time there was an in-person meeting with each account

• Have clear JDs and recruitment for account management in your LCs that have TNs

• For each TN that is raised, have your LCs submit a plan and timeline for matching and re-raising that TN

• Educate your LCs on account management flow and how to run each meeting

• Showcase excellent account management and stories of professionalism getting results

What Will AI Do??

•Track re-raises on myaiesec.net!

•Provide consultancy to entities focusing on re-raising

•Showcase great account management and re-raising

What will the result be?

•More re-raises

•More satisfied TN-takers

•More satisfied EPs

Our Solutions

Standard selection


and easy


acct mgmt JD


50% 35

00

Vision of CLO

2011 Customers 2012

Customers2013

Customers

2014 Customers

We are the caretakers

Make the fundamental

changes for the future

Customer Loyalty is one of AIESEC’s Leadership Challenges

for 2015

Questions?

3 Steps to Re-Raising in 2014

Business

Transcript of 3 Steps to Re-Raising in 2014