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
4. 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
5. LC Performance in this tier
0-15 Re majority
15-40 Re
One LC does 49 Re
6. 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)
9. 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
10. 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
11. 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
12. 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!
13. 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
18. 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
19. 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!
21. 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)
22. 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!
24. 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!
25. 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
26. What business Intelligence can help to drive results??
Applicants to
iGIP TLP
positions
TMP Retention
Rate
27. Identifying our challenge can help us find
the right solution and drive short term
growth too!
Make sure you have the information you
need!
28. 3. Planning and Building CAPACITY based on
challenge identification and talent planning
29. 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
30. 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
31. Run an OPTIMIZED recruitment for
the fruit peak – 2 weeks!!
1. I do not have
enough
Members in
any
programme/
function
32. 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
33. Determine who is the right member
Skill AttitudeBackground Interest Time
37. 2. We have enough
members in iGIP
and support areas
Focus on increasing productivity
through L&D and team minimums
38. 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
39. 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
40. 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
43. 0-10 Start Up LC
VP
Member Member Member Member
∞
Ra-Ma-Re
44. 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
45. StartUpWhy 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
46. • 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
47. Potential LC(10-40Re)
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
48. 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(10-40Re)
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
49. 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.
50. 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
51. 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
55. 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
56. 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’
57. 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
58. 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
59. 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
60. 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
61. 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
62. 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
65. Ensure education for members in support
functions who are supporting iGIP as well!
FOCUS ON EDUCATION with back office as well!
66. 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
67. 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
68. 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
69. 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
71. 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
74. 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!
75.
Planning Productivity
Talent Capacity
Learning &
Development
Business
Intelligence
Team Minimums
76. 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!
78. 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
79. 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 performa
nce
• 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
80. Business
Intelligence
What is the Business Intelligence we can get fro
m 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)
82. 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!
84. 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
85. 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
86. Every member needs to live GEN2015!
Every member, Every day CONTRIBUTES!
