Structures and learning oGCDP Tier 3
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Structures and LearningoGCDP | Tier 3
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?
GCDP Clustering for LC
iGCDPBeginner 0-25 X RE
Intermediate 25-100 X REAdvanced 100-200 X RE
Mature +200 X RE
What is the current state?
There are almost 70 entities in tier 3
oGCDP
135 RE
25 REaverage LC
Highest achievement in 2013LC PRAHAMost LCs do
between 20 - 45 RE
These are the LCs we need to focus on to grow.
LCs in Tier 3 oGCDP overview
LCs 0-25 ReLCs 25-100 Re
LCs have a lot of scope to JUMP!!
What we are aiming for?
Growth Models in Tier 3 oGCDP being aligned to a jump in the programme
LCs in tier 4 (0-25 in oGCDP) being able to
make a BIG jump
If these entities are also focused on a GIP
programme, being able to manage both because
they have 10 LCs or lesser
What is this about?
• Pick focus LCs for iGCDP growth in your entity based on entity growth model
• Using HR Intelligence to grow
• Building Capacity for iGCDP
• Learning and Development for iGCDP
• Team Minimums implementation for iGCDP
• Role of MC
1.Pick focus LCs for oGCDP growth
LC Performance over view in this tier
The top LC does 135 Re in this tier –
AIESEC Praha in Czech
Republic A large number of LCs in this
tier do between 0-25
Re
Most entities in this tier
have between 2-10
LCs
Only about 3 LCs in this
tier do above 100
What we observe?
• There are enough tier 3 and tier 4 LCs in that can make the JUMP in Tier 3 MCs for oGCDP
• Most of these entities are either:
1. Focused on oGCDP2. Have oGCDP as their second focus3. Intend to ensure oGCDP growth in their tier 4 LCs
• These entities should be increasing in their oGCDP contribution globally and KEY to their growth is having the right capacity and L&D to be able to grow!
Go through the OD Toolkit for tier 1 and 2 if you have more than 6 LCs and OD toolkit for tier 3 and 4 if you have less than 6 LCs!
2. Using HR Intelligence to grow in oGCDP
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!
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 oGCDP (in front office and back office)/ Number of Raises (In the specific time period)
• Productivity at MATCH = Number of members working for match in oGCDP (in front office and back office)/Number of matched (In the specific time period)
• Productivity at REALIZE = Total number of members working in oGCDP (front office and back office)/Number of realizations in oGCDP (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!
Set an MC goal for productivity per programme: How?
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!
What business Intelligence can help to drive increase in
productivity?% of people in oGCDP and % of
people in Support Functions
Time a new member or new team leader
takes to start performing
Applicants to oGCDP TLP positions
TMP Retention Rate
3. Planning and Building CAPACITY based on challenge
identification and Exchange flow
Use TM Planning Tool to Plan for oGCDP
1. Number of Members in iGCDP
and support functions
2. Number of TMP and TLP Experiences in iGCDP 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 oGCDP 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
2. We have enough members in oGCDP 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 oGCDP and members need to be re-allocated so even the GIP
programmes have the right capacity!
What structure should I recruit into?
Structures for…
0-25 Re 25-100 Re100-200 Re
Project Structure
LC
VP oGCDP
OCP
OCP
OCP
VP FIN VP TM VP MKT
For ALL
levels!
Beginner LC
VP
Member
Member
Member
(0-25 Re)
Inner & Outer
Journey Delivery
∞Ra-Ma-Re
Note!
∞
VP
Member
Member
Member
∞Ra-Ma-Re
Key focus• Start up initial issue-based oGCDP
project for local market
Member Efficiency: 0-5 Re/ member
Duration: 3 months
Member JD• Design issue-based oGCDP project• Ra(Marketing)-Ma-Re-Reintegration
process management• EP’s inner-outer journey(experience)
management• Finance/TM
Beginner LC – Plan only for peaks realizations!
(0-25 Re)
Back Office Supports
TM Member learning & development
Finance Project Financial Model
Marketing & Communicatio
n
Student Market Research;Showcasing
ER External Resources integration
VP
Member
Member
Member
∞Ra-Ma-Re
Beginner LC(0-25 Re)
Beginner LCLCVP
Comm/ Marketing
Member 1 Member 2
KPI:• Number of EP’s Raised
(that fit the right Matchable EP Profiles)• # of Leads/ Registrations from each strategy• Increased Conversation Rate from Sign up to
Raise
NOTE: • Marketing team has 1-3 members (including
LCVP)• Marketing Team needs to focus on
establishing their market penetration for just 1 Programme (oGIP/oGCDP) and just 1-2 Sub-products/ Issues under this programme
10 to 40 Realisations
30 to 70+ Raised
50 to 150+ Sign ups
(Ideally, Sign up to Raise Conversion rate is greater than 30%)
Sample Backwards Planning:
This means that recruitment activities must be focused enough to get this number of registrations from the right target market
Based on Statistics, how many Raises do you nee to get this many realisations?
Based on Statistics, how many Sign-ups do you nee to get this many raises?
STAR
T H
ERE
Beginner LC
0-10 Realisations
LCVP JD• Designs Marketing Strategy with OGX And Marketing Team and ensures a
well designed product- customer flow*• Works with Marketing Member to organise 2-3 KEY channels strategies (can
be online or offline) to reach the target audience• Recruitment Period:
• Takes on the lead role of managing 1-2 of the Key Strategies and aligned the LC’s towards this.
• Ensures that his/ her members are on track and the campaign is running according to timeline
• Ensures that OGX is promptly responding to leads/ registrations
Members’ JD (1-2):• Year-round:
• Ensures website and social media is always up to date with relevant information
• Ensures Relationships with Campus/ University is well maintained
• Recruitment Period: (for each member)• Supports in designing and developing materials for the Campaign• Takes on the implementation of 1-2 key channel strategies and
aligns the LC’s towards this
LCVP Comm/
Marketing
Member 1 Member 2
VP
TL TL
∞Ra-Ma-Re
∞Ra-Ma-Re
Intermediate LC – Plan for peaks only!(25-100 Re)
VP
TL TL
∞Ra-Ma-Re
∞Ra-Ma-Re
(25-100 Re)
Key focus• National project implementation, showcasing
and process standardization
Member Efficiency: 3-6 Re/ member
Duration: 3 months
Member JD• Localize national issue-based oGCDP project• Ra(Marketing)-Ma-Re-Reintegration process
management• EP’s inner-outer journey (experience)
management• Showcasing
Intermediate LC
Back Office Supports
TM Member Learning & Development.
Finance Project financial modelMember development
investment
Marketing & Communicatio
n
Student Market Research;National brand alignment;
Showcasing.
ER External resources integration
VP
TL TL
∞Ra-Ma-Re
∞Ra-Ma-Re
(25-100 Re)Intermediate LC
Intermediate LC
10 to 40 Realisations
LCVP Comm/
Marketing
Member 1 Member 2 Member 3 Member 4
NOTE: • Marketing team has 3-5 members (including LCVP)• Marketing Team needs to focus on scaling up in their market reach
for their focus Programme (oGIP/oGCDP) and just 1-2 Sub-products/ Issues under this programme
30 to 70+ Raised
50 to 150+ Sign ups
(Ideally, Sign up to Raise Conversion rate is greater than 30%)
Sample Backwards Planning:
KPI’s:• Number of EP’s Raised
(that fit the right Matchable EP Profiles)• # of Leads/ Registrations from each strategy• Increased Conversation Rate from Sign up to Raise
This means that recruitment activities must be focused enough to get this number of registrations from the right target market
Based on Statistics, how many Raises do you nee to get this many realisations?
Based on Statistics, how many Sign-ups do you nee to get this many raises?
STAR
T H
ERE
Intermediate LC
LCVP Comm/ Marketing
Member 1 Member 2 Member 3 Member 4
LCVP JD• Designs Marketing Strategy with OGX And Marketing Team and ensures a
well designed product- customer flow*• Works with Marketing Member to organise 2-3 KEY channels strategies
(can be online or offline) to reach the target audience• Recruitment Period:
• Takes on the lead role of managing 1-2 of the Key Strategies and aligned the LC’s towards this.
• Ensures that his/ her members are on track and the campaign is running according to timeline
Members’ JD (2-3 Channels Experts)• Online Marketing (1-2 members):
• Ensures website and social media is always up to date with relevant information,
• Explores and develops 1-2 Online Inbound Marketing Strategies
• Campus Relations: • Ensures Relationships with Campus/ University is
well maintained (Year Round)• Designs and Oversees Physical Recruitment Events
Members’ JD (1-2 Designers)• Year-round:
• Ensures website and social media is always up to date with relevant information
• Ensures Relationships with Campus/ University is well maintained
• Recruitment Period: (for each member)• Takes on the implementation of 1-2 key channel
strategies and aligns the LC’s towards this
VP
TL TL TL TL (Off-Peak)
Advanced LC – Plan for peak and off peak structures!
(100-200 Re)
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
VP
TL TL TL TL (Off-Peak)
Advanced LC(100-200 Re)
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
Key focusProduct development, Product sales and delivery
Member Efficiency5-7 Re./ member
StructureProject based team: 2-4 National issue-based project + 1-2 Local new project(off peak)
Member JD in each National Project Team- Localize national issue-based oGCDP project- Ra(Marketing)-Ma (IL S&D Mgt)-Re-
Reintegration process management- EP’s inner-outer journey(experience)
management: Event management- Showcasing
Member JD in Local New Project Team- Product development(Design and Packaging)- Product marketing and sales- Ra(Marketing)-Ma-Re-Reintegration process
management- EP’s inner-outer journey(experience)
management: Event management
Back Office Supports
TM Member Profiling; Learning & Development for
Members; Education Cycle focusing on Product
Development and Sales.
Finance Financial model for New ProjectCrisis management
Member L&D investment
Marketing & Communication
Student Market Research;Product packaging;
EwA;Showcasing.
ER Partnership raise and engagement
IM Process optimization
Advanced LC (100-200 Re)VP
TL TL TL TL (Off-Peak)
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
Advanced LCLCVP
Comm/ Marketing
Brand Team TL
Member 1
Member 2
Brand Team TL
Member 1
Member 2
Comms Team TL
Member 1
Member 2
40 to 70+Realisations
70 to 120+
Raised
150 to 300+
(Ideally, Sign up to Raise Conversion rate is greater than 30%)
Sample Backwards Planning:
Based on Statistics, how many Raises do you nee to get this many realisations?
Based on your average conversion rate, how many Sign-ups do you need to get this many raises?
STAR
T H
ERE
NOTE: • Marketing team has 7-10 members (including LCVP)• Marketing Team needs to focus on scaling up in their market reach
for their focus Programme (oGIP/oGCDP) and just 1-2 Sub-products/ Issues under this programme
• TMP/TLP
Advanced LC Brand Teams• Each Member can handle 1-2 sub-brands/ Programmes• Market Research• Participate in the synergy meetings with the equivalent teams in oGX
function• Leads the development of the content marketing strategy for Their
main subproducts/ issues• Year round management of the brand positioning for their assigned
sub-brands• It is recommended that someone with graphic design abilities is also
within each team
LCVP Comm/ Marketing
Brand Team TL 1
Member 1
Member 2
Brand Team 2
Channel Mgr. 1
Channel Mgr. 2
Comms Team
Member 1
Member 2 Special Comms Team• Builds and Aligns the over-all content strategy of
their respective channels to ensure that these spaces continue to contribute more customers and promoters for AIESEC
• Works with the brand teams to ensure that marketing content is aligned
• Includes management of social media channels, website, online registrations, campus relations, media, PR etc.
LCVP JD• Designs Marketing Strategy with OGX And Marketing Teams and ensures
a well designed product- customer flow*• Leads Proper and Strong Brand management in the LC• Key role in Managing Crisis Communications• Recruitment Period:
• Leads the creation and implementation of the marketing strategy across the different sub-brands and channels
• Ensures that his/ her members are on track and the campaign is running according to timeline
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
oGCDPAll 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 levelsoGCDP
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
oGCDP
oGCDPIntermediate (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
INTERMEDIATEoGCDP
oGCDPAdvanced (LCs doing between 100-200)
TOPIC CONTENT OBJECTIVES TARGET
BUSINESS MODEL
Business model canvas Financial model
Understand the business strategy and processes within that and feel responsible towards financial sustainability of the project
Members, leaders, VPs
PRODUCT DEVELOPMENT
Product packaging Product development flow &
processes Customization
Understanding how to package the project, how to sell to different stakeholders and customize to different target groups.
Leaders and VPs
SALES DEVELOPMENT PROGRAM
Knowledge and practice of advance sales techniques
Increasing the capacity and the productivity to reach the higer level of sales results
Members, leaders, VPs
CRM MANAGEMENT
Account management System usage and
management Rules and regulations of
CRM
Working professionaly on customer relationship management
Members, leaders, VPs
ADVANCEDoGCDP
TOPIC CONTENT OBJECTIVE TARGET
BUDDY & HOST PROGRAM
Packaging of host & buddy program
Attitude and responsibility towards engaging those customers
Concrete processes on working with H&B
Know how to engage B&H as a cutomer and have the long-term realtions with them. They understand the clear value of this program
Leaders, VPs
CRISIS MANAGEMENT
XPP review How to deal with the threats
before, during and after they occure
Case solving practice
Know how to deal with cases and crisises and are not afraid of fire-fighting process.
Leaders. VPs
LC2LC PARTNERSHIPS
What is LC2LC partnership Value of LC2LC partnership Responsibilities in partnerships Main processes in cooperation
management
Understand the processes in LC2LC partnerships, responsibility towards delivering the XPs on LC levels and clear WHY of working by LC2LC
VPs
ADVANCEDoGCDP
Customization is the key to success
Customize by LC Scale
Customize By Target Profile Eg: Team
Leader
Customize by LC current reality and
focus
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
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 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 & Developmen
t
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 management and track-ing
• Monthly/Quarter Reviews – Optional for teams living a 3-6 months expe-rience 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 & ReflectionLearning &
Development
• Transition for the team• An education cycle including opera-
tional and operational knowledge for the organization
• Training tailored for each JD
• Weekly/Bi-Weekly Team Meeting • Individual coaching per month
(can be with team leader based on PGS or with external coach/men-tor 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 devel-opment 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” have been fulfilled)
Role of MC!FOCUS ON LCs doing between 0-25GROWING IN oGCDP!!!
Role of MC!• Pick focus LCs for oGCDP growth
• 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)
Role of MC!• Through data, identify the CHALLENGE
of LCs to figure out what will lead to an increase in productivity!
• Set CLEAR GOALS for PRODUCTIVITY with LCs per programme, specifically in oGCDP and measure constantly