1. iGIP Structures & L&D
Tier 3 iGIP

2. What we are aiming for?
BIG JUMP IN ABSOLUTE AND
RELATIVE RESULTS!

3. The iGIP OD Model

4. Current State of iGIP
MC
Performance
0-30 average
LC Performance
0-10 average
X
Avg 5 TN Takers per LC
TIER 3
700 Re
80 entities
10 RE average
General challenges:
1. Sales & Product Knowledge
2. Sales culture and intensity
Current State of iGIP | Tier 3

5. Ideal state at end of 2014
35
average per MC
X 80
entities
2800RE
Ideal State
• Entities have the culture of sales and believe
in the relevance and growth of iGIP
• LCs doing between 0-10 jump to 25-30
• LCs doing between 10-15 jump to 35-40
Ideal State at End of the term
=

6. What is this about?
• Pick focus LCs for iGIP growth in your entity
• Building Sales Capacity for iGIP fruit peak
• Learning and Development
• Team Minimums
• Summary of what I need to do (MC and LC)

7. 1.Pick focus LCs
for iGIP growth

8. Tier 3 entities (0-30 oGIP)
Less than 10 LCs
• Ensure most LCs have iGIP as the
focus
• Each LC should only have one of the
two GIP programmes as focus
• LC Planning support specifically for TM,
Marketing and iGIP
• Define how much each LC will jump
• No need to cluster LCs into a cluster by
volume as they are all in one cluster of
0-10 Re
More than 10 LCs
• Pick the LCs that will grow in iGIP
• Create a cluster for iGIP Focus LCs
• Other LCs can focus on iGIP or one
of the GCDP Programmes

9. Go through the OD Toolkit/content for tier 3
to get more clarity on Focus LCs and focus
programmes!

10. 2. Planning and Building CAPACITY

11. 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

12. TM Planning tool download
http://www.myaiesec.net/content/viewwiki
.do?contentid=10299749

13. After planning for capacity you can have any
one of these 3 outcomes
1. I do not have
enough Members
in any
programme/funct
ion
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/function
s

14. Run an OPTIMIZED recruitment for
the fruit peak – 2 weeks!!
1. I do not have
enough
Members in
any
programme/fu
nction

15. 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

16. Determine who is the right member
Skill Attitude
Background Interest Time

17. Timeline
Approach
existing sign
ups for TXP
and GCDP
Rejected
applicants
from last
recruitment
Optimized
Selection
1 week 5 days

18. Optimized
Selection
Value based recruitment
 Committed and motivated members ( GIP needs commitment and
persistence)
 Building

19. Value based recruitment
http://www.myaiesec.net/content/viewwiki
.do?contentid=10299749

20. 2. We have enough
members in iGIP
and support areas
Focus on increasing productivity
through L&D and team minimums

21. 3. We have the right
number of members
in the LC/MC but not
allocated in the right
proportion across
programmes/functio
ns
Re-allocate to ensure there are the right
number of members in iGIP and all other
functions

22. 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

23. What structure to recruit into?

24. Structures for…
Start Up LC

25. 0-10 Start Up LC
VP
Member Member Member Member
∞
Ra-Ma-Re

26. 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
StartUpLC

27. Start Up
Why no
Team
Leader
- Generally these LCs have low leadership pipeline
- Since realization volume is not high, growth requires a LOT of
coordination 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

28. • 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

29. 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

30. 3. Learning
and
Development

31. USE TM Planning tool
How do I
plan?

32. FOCUS ON EDUCATION TO DRIVE RESULTS
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

33. 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’

34. Eg: Timeline if you are driving realizations in a
peak
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
Who is our supply? How to deliver?
Continued Raising and Matching
knowledge
Understanding of updated S&D every
week
Delivering Quality Experiences
APRIL APRIL&MAY JUNE

35. 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

36. 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

37. 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

38. Sales Development Programme
Golden Rule
70%
PRODUCT &
PROCESS
KNOWLEDGE
30%
SALES KNOWLEDGE

39. To ensure new members in start up
LCs perform, ensure the right
INDUCTION process

40. Principles of Induction
• Induction is a combination of Organizational knowledge and Operational knowledge
• Effective induction is practical where members learn by DOING
• Align Induction completely to Gen2015 and the GIP focus – remember, new member
don’t have any mindsets
• Induction can be completely measurable Eg: Time it takes for a new member to start
performing

41. Process Overview Induction
Basic Induction
• The AIESEC Way
• AIESEC 2015
• What is Gen2015? What is
the external relevance?
Functional Induction
• Understanding of GIP and
GCDP
• Relevance of iGIP, what will
I learn from it
• Detailed practical
understanding through
simulation
Working in a Team
• AIESEC is about team
experiences
• How to work well in a team
• Team minimums and
principles

42. Process Overview Induction
Functional Induction
• Understanding of GIP and
GCDP
• Relevance of iGIP, what will
I learn from it
• Detailed practical
understanding through
simulation
 Members understand the exchange process in iGIP and oGIP
 There is a real simulation where members are given sales sheets
and are doing sales to Eps and Companies
 Ensure this is based on focus product and market
 Members make calls and do meetings with facilitators who are
companies or EPs
 There is a live matching process too to make this real (which can
be aligned to country partners by using names of the same
countries)
 For reception, try to get actual trainees
 De-brief at the end so members understand the process and then
bring in relevance and scale of GIP growth for members to see the
connection

43. HANDY TIPS for L&D
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
specifically for peaks
For peaks
4. Ensure there is customised
content for specific LCs and specific
profiles within LCs.
CUSTOMISED

44. 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

45. 4. Implement
Team Minimums
IN EVERY TEAM

46. Team Minimums
Team
Plan
JD
Training
Tracking & Coaching
Evaluation Standard and sense
Reason
Direction
Contribution
Tool
Performance

47. 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!

48. Planning Productivity
Talent Capacity
Learning &
Development
Business Intelligence
Team Minimums

49. 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!

50. HOW DO I
TRACK THESE?

51. 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

52. 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

53. Business Intelligence
What is the Business Intelligence we can get f
rom team minimums tracking and implementa
tion?
• 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)

54. Use the sample Team Minimums tracker!

55. What should I do to implement them?
 Educate membership completely on the team minimums and how to implement them
 Create examples of how team minimums need to be implemented across programmes/functions by
connecting them to the structures of teams at LC level
 Train team leaders across GIP to ensure they know how to implement team minimums through the
whole team cycle/duration
 Team minimums implementation as a part of national education cycle
 Track team minimums

56. MC Team should start implementing team
minimums with LCVPs!!

57. Role of MC!
• Pick focus LCs for GIP 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
• Split iGIP goal between MC and LC if needed and
ensure LCs are aware of their goal
• Create a specific Learning and Development cycle
(embed SDP and Supply and Demand into this)
• Focus on Induction Process
• Implement Team Minimums (not just the MCVP
TM, all MCVPs need to do this)

58. Role of MC!
• Through data, identify the CHALLENGE of LCs to
figure out what will lead to an increase in
productivity!
Eg: Will increasing the current TMP Retention rate
lead to higher productivity
Will re allocating membership in a certain way lead
to higher productivity etc etc!
• Set CLEAR GOALS for PRODUCTIVITY with LCs
per programme, specifically in iGIP and measure
constantly

59. Summary iGIP 0-30
• 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
• Focus on Induction Process
• Implement Team Minimums