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Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
Structures and learning oGCDP Tier 3
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Structures and learning oGCDP Tier 3

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  • Add link to the TMP Recruitment
  • 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)
  • Transcript

    • 1. Structures and Learning oGCDP | Tier 3
    • 2. 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?
    • 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. What is the current state?
    • 5. There are almost 70 entities in tier 3 oGCDP
    • 6. 135 RE 25 RE average LC Highest achievement in 2013 LC PRAHAMost LCs do between 20 - 45 RE These are the LCs we need to focus on to grow. LCs in Tier 3 oGCDP overview
    • 7. LCs 0-25 Re LCs 25-100 Re LCs have a lot of scope to JUMP!!
    • 8. 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
    • 9. 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
    • 10. 1.Pick focus LCs for oGCDP growth
    • 11. 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
    • 12. 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 oGCDP 2. Have oGCDP as their second focus 3. Intend to ensure oGCDP growth in their tier 4 LCs • These entities should be increasing in their oGCDP contribution globally and KEY to their grow th is having the right capacity and L&D to be able to grow!
    • 13. 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!
    • 14. 2. Using HR Intelligence to grow in oGCDP
    • 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 1. 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 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)
    • 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. 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!
    • 23. 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
    • 24. 3. Planning and Building CAPACITY based on challenge identification and Exchange flow
    • 25. 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
    • 26. 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
    • 27. Run an OPTIMIZED recruitment– 2 weeks!! 1. I do not have enough Members in any programme/function
    • 28. 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
    • 29. Determine who is the right member Skill AttitudeBackground Interest Time
    • 30. Timeline Approach existing sign ups for TXP and GCDP Rejected applicants from last recruitment Optimized Selection 1 week 5 days
    • 31. Optimize d Selectio n Value based recruitmen  Committed and motivated members ( GIP needs commitment and persistence)  Building
    • 32. 2. We have enough members in oGCDP and support areas Focus on increasing productivity through L&D and team minimums
    • 33. 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!
    • 34. What structure should I recruit into?
    • 35. Structures for… 0-25 Re 25-100 Re 100-200 Re
    • 36. Project Structure LC VPoGCDP OCP OCP OCP VPFIN VPTM VPMKT For ALL levels!
    • 37. Beginner LC VP Member Member Member (0-25 Re) Inner & Outer ∞ Ra-Ma-Re Note! ∞
    • 38. 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 BeginnerLC–Planonlyforpeaksrealizations! (0-25 Re)
    • 39. Back Office Supports TM Member learning & development Finance Project Financial Model Marketing & Communication Student Market Research; Showcasing ER External Resources integration VP Member Member Member ∞ Ra-Ma-Re BeginnerLC (0-25Re)
    • 40. Beginner LC LCVP 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? STARTHERE
    • 41. 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
    • 42. VP TL TL ∞ Ra-Ma-Re ∞ Ra-Ma-Re IntermediateLC–Planforpeaksonly! (25-100 Re)
    • 43. 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 IntermediateLC
    • 44. Back Office Supports TM Member Learning & Development. Finance Project financial model Member development investment Marketing & Communication Student Market Research; National brand alignment; Showcasing. ER External resources integration VP TL TL ∞ Ra-Ma-Re ∞ Ra-Ma-Re (25-100Re)IntermediateLC
    • 45. 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? STARTHERE
    • 46. 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
    • 47. 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
    • 48. 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 focus Product development, Product sales and delivery Member Efficiency 5-7 Re./ member Structure Project 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
    • 49. Back Office Supports TM Member Profiling; Learning & Development for Members; Education Cycle focusing on Product Development and Sales. Finance Financial model for New Project Crisis management Member L&D investment Marketing & Communication Student Market Research; Product packaging; EwA; Showcasing. ER Partnership raise and engagement IM Process optimization Advanced LC (100-200Re)VP TL TL TL TL (Off-Peak) ∞Ra-Ma-Re ∞Ra-Ma-Re ∞Ra-Ma-Re ∞Ra-Ma-Re
    • 50. Advanced LC LCVP 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? STARTHERE 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
    • 51. 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
    • 52. 4. Learning and Developmen
    • 53. USE TM Planning tool How do I plan?
    • 54. 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
    • 55. oGCDP All Levels
    • 56. 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 levelsoGCDP
    • 57. 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 oGCDP
    • 58. oGCDPIntermediate (LCs doing between 25
    • 59. 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
    • 60. oGCDPAdvanced (LCs doing between 100-200)
    • 61. 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
    • 62. 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
    • 63. Customization is the key to success Customize by LC Scale Customize By Target Profile Eg: Team Leader Customize by LC current reality and focus
    • 64. 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
    • 65. 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
    • 66. 5. Implemen Team minimu
    • 67. Team Minimums Team Plan JD Training Tracking & Coaching Evaluation Standard and sense Reason Direction Contribution Tool Performance
    • 68. 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!
    • 69. Planning Productivi ty Talent Capacity Learning & Development Business Intelligence Team Minimums
    • 70. 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!
    • 71. HOW DO I TRACK THESE?
    • 72. 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
    • 73. 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
    • 74. 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)
    • 75. ole of MC! FOCUS ON LCs doing between 0-25 GROWING IN oGCDP!!!
    • 76. ole 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)
    • 77. 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

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