iGCDP Tier 2 Learning for national and local projects

515 views

Published on

0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
515
On SlideShare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
29
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide
  • They have already seen this. However just give one example of how this can work with oGIP. Just very quicky to recap (don’t go into much detail)
  • iGCDP Tier 2 Learning for national and local projects

    1. 1. Learning and Development iGCDP Tier 2
    2. 2. The iGCDP OD Model
    3. 3. GCDP Clustering for LC iGCDP Beginner 0-25 X RE Intermediate 25-100 X RE Advanced 100-200 X RE Mature +200 X RE
    4. 4. What is the current state?
    5. 5. Entities in Tier 2 iGCDP Entity ARGENTINA BAHRAIN CAMBODIA CZECH REPUBLIC GHANA HUNGARY ITALY KENYA MALAYSIA MAURITIUS MEXICO ROMANIA SRI LANKA TAIWAN TANZANIA THE PHILIPPINES TOGO TUNISIA TURKEY UKRAINE
    6. 6. LCs Combined these entities have…
    7. 7. LC Performance over view in this tier The top LC does 242 Re in this tier – AIESEC Uni of Mauritius A lot of LCs are between 25- 100 Re (A lot between 40-50 specifically) Ukraine, Italy and Taiwan have quite a few LCs between 0-25 as well, Most LCs doing 100+ are doing between 100- 140ish
    8. 8. What we observe? • There are enough tier 3 and tier 4 LCs in that can make the JUMP! • Out of the tier 2 entities in iGCDP, only 5-6 of them have iGCDP as their main focus and the ot her entities definitely want to have some amount of growth in iGCDP however this growth is more balanced! • For all entities, their OD Models will have to have specific LCs that are focus for iGCDP growth and also indicate the LC cluster they want to see growth in when it comes to iGCDP • For entities where iGCDP is high volume but a non focus programme, how to balance MC res ources is very important
    9. 9. What we are aiming for? OD Models in Tier 2 iGCDP being aligned to sustainable growth in the programme LCs in tier 3 (25-100) and 4 (0-25) in iGCDP being able to jump LCs between 100-200 growing in quantity and quality along with increased productivity
    10. 10. Learning and Developmen
    11. 11. USE TM Planning tool How do I plan?
    12. 12. 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
    13. 13. iGCDP All Levels
    14. 14. 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  Understand the importance of customer experience management and know how to use the resources (data, partners) we have to create strategies for All levelsiGCDP
    15. 15. All levels TOPIC 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 iGCDP
    16. 16. iGCDPIntermediate (LCs doing between 25
    17. 17. 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 INTERMEDIATEiGCDP
    18. 18. iGCDPAdvanced (LCs doing between 100-200)
    19. 19. 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 ADVANCEDiGCDP
    20. 20. 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 ADVANCEDiGCDP
    21. 21. FOCUS ON Learning and Development related to local project creation and implementation because it might be the first time for a lot of LCs in this tier!!
    22. 22. Customization is the key to success Customize by LC Scale Customize By Target Profile Eg: Team Leader Customize by LC current reality and focus
    23. 23. Ensure education for members in support functions who are supporting iGCDP as well! FOCUS ON BACK OFFICE EDUCATION TOO!
    24. 24. 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
    25. 25. 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
    26. 26. Sales Development for iGCDP Golden Rule 70%PRODUCT & PROCESS KNOWLEDGE 30%SALES KNOWLEDGE
    27. 27. tg c m RA Goal Sales Negotiation Meeting Goal Sales Meeting Goal Cold Calling Goal Cold Leads Goal how much time does this process take? Define what you want to achieve in iGCDP and when so that your SDP can be tailored to your sales needs. Sales Development for iGCDP
    28. 28. How? tg c m RA Goal Sales Negotiation Meeting Goal Sales Meeting Goal Cold Calling Goal Cold Leads Goal how much time does this process take? Who is going to achieve this? This will define the key target for your SDP. eg. I’m going to target iGCDP Sales-Raising TMP
    29. 29. sdp for igCDP how ? c m This is where you make your sales development program framework with the key message and best channels to connect to your target audience! :D
    30. 30. A tracker system Education Framework/ timelineCustomize as per your sales reality and OD Model! what is sdp made of? Content and Delivery Sales Conference if needed
    31. 31. REMEMBER! Don’t forget about tailoring your content and timeline to suit teams working for peak realisations and teams working for off-peak realisations!
    32. 32. 5. Implemen Team minimu
    33. 33. Team Minimums Team Plan JD Training Tracking & Coaching Evaluation Standard and sense Reason Direction Contribution Tool Performance
    34. 34. 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!
    35. 35. Planning Productivi ty Talent Capacity Learning & Development Business Intelligence Team Minimums
    36. 36. 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!
    37. 37. HOW DO I TRACK THESE?
    38. 38. 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 perfor mance management and tracking • Monthly/Quarter Reviews – Optional for teams living a 3-6 months experience and a dvisable for LCEB and MCEB teams Plan • Team Plan with clear team success and MoS • Individual plan per team member with clear in dividual 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
    39. 39. Training Tracking and Coaching Evaluation & Reflection Learning & Development • Transition for the team • An education cycle including operational 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/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 and individuals through the term
    40. 40. Business Intelligence What is the Business Intelligence we c an get from team minimums tracking a nd 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 Mini mums “Team” have been fulfilled)

    ×