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iGIP Tier 2 Structures, L&D and Team Minimums implementation

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  • 1. iGIP Structures and L&D iGIP Tier 2
  • 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
  • 3. The iGIP OD Model
  • 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)
  • 7. 1.Pick focus LCs for iGIP growth
  • 8. Ask yourself.. Which LCs are making the jump in what programmes and HOW? ………  ………………   Diversity
  • 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
  • 14. 2. Using HR Intelligence to grow
  • 15. Why does information help?
  • 16. Example of this
  • 17. 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
  • 18. 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!
  • 19. How do I measure productivity?
  • 20. 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)
  • 21. 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!
  • 22. Example to check what is the challenge in the short term!
  • 23. 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!
  • 24. 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
  • 25. What business Intelligence can help to drive results?? Applicants to iGIP TLP positions TMP Retention Rate
  • 26. Identifying our challenge can help us find the right solution and drive short term growth too! Make sure you have the information you need!
  • 27. 3. Planning and Building CAPACITY based on challenge identification and talent planning
  • 28. 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
  • 29. 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
  • 30. Run an OPTIMIZED recruitment for the fruit peak – 2 weeks!! 1. I do not have enough Members in any programme/ function
  • 31. 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
  • 32. Determine who is the right member Skill AttitudeBackground Interest Time
  • 33. Timeline Approach existing sign ups for TXP and GCDP Rejected applicants from last recruitment Optimized Selection 1 week 5 days
  • 34. Optimized Selection Value based recruitment q  Commi'ed    and  mo*vated  members  (  GIP  needs  commitment  and   persistence)   q  Building                                                                  
  • 35. Optimized Selection Value based recruitment View the details of Value-Based Recruitment in the General TM content!
  • 36. 2. We have enough members in iGIP and support areas Focus on increasing productivity through L&D and team minimums
  • 37. 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
  • 38. 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
  • 39. 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  
  • 40. What structure should I recruit into?
  • 41. Structures for… 0-10 Re 10-40 Re 40-70 Re
  • 42. 0-10 Start Up LC VP Member Member Member Member ∞ Ra-Ma-Re
  • 43. 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
  • 44. 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  
  • 45. •  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
  • 46. 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    
  • 47. 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
  • 48. 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.
  • 49. 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
  • 50. 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
  • 51. Remember: Every challenge related to Capacity has a solution, don’t give up!
  • 52. 4. Learning and Development based on your challenge, exchange flow and OD Model
  • 53. USE TM Planning tool How do I plan?
  • 54. 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
  • 55. 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’
  • 56. 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
  • 57. 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
  • 58. 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
  • 59. 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
  • 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 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
  • 62. Sales Development Programme Golden Rule 70%PRODUCT & PROCESS KNOWLEDGE 30%SALES KNOWLEDGE
  • 63. Sales Development Programme Suggestions Members learn by Doing : )
  • 64. Ensure education for members in support functions who are supporting iGIP as well! FOCUS ON EDUCATION with back office as well!
  • 65. 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
  • 66. 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
  • 67. 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
  • 68. 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
  • 69. SUMMARY for Learning and Development
  • 70. 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
  • 71. 5. Implement Team Minimums IN EVERY TEAM
  • 72. Team Minimums Team Plan JD Training Tracking & Coaching Evaluation Standard and sense Reason Direction Contribution Tool Performance
  • 73. 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!
  • 74.                                                         Planning Productivity Talent Capacity Learning & Development Business Intelligence Team Minimums
  • 75. 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!
  • 76. HOW DO I TRACK THESE?
  • 77. 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
  • 78. 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
  • 79. 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)
  • 80. Example of how to track team minimums
  • 81. 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!
  • 82. Embed Team Minimums into Learning and Development Cycle of your entity
  • 83. 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
  • 84. 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
  • 85. Every member needs to live GEN2015! Every member, Every day CONTRIBUTES!
  • 86. GIP Needs to be everywhere