iGIP TXP
Recommendations
For VPTMs, VPICX & VPER
Purpose of this presentation
 You understood how to structure your iGIP (ICX & ER) team
effectively
 You know how to use...
Content of this presentation
1.

Why of iGIP for your team

2.

Team structures

3.

How to use Reception to improve TXPs
...
Why
of iGIP for your team
Value for our interns

Value for the market

A young person witnesses and
contributes to an orga...
Why of iGIP for your team
To ensure the fulfillment of these
three factors it is absolutely
necessary to ensure great team...
Team structures
Cluster A & B (up to 3 TNs raised and 3 TNs matched)

Allround

The allround-Team
• Small team allround JD...
Team structures
Cluster C & D1 ( up to 8 TNs raised and 8 TNs matched)

Sales
and
Account
s

The Sales and account managem...
Team structures
Cluster C & D1 ( up to 8 TNs raised and 8 TNs matched)
Scenario 1) Few TNs (1-3) distributed to many accou...
Team structures
Cluster C & D1 ( up to 8 TNs raised and 8 TNs matched)
Scenario 2) Many TNs (4+) distributed to few accoun...
Team structures
Structures for even larger LCs are provided through the
output of the Top LC Summit in Bonn from February ...
Reception
Content - Reception
1.

When to establish a reception team

2.

Recommendations for team structures for reception

3.

Mus...
When to establish a Reception team in your LC?
0-10 iGIP (per year)

• No reception
team needed
• ICX JDs can be
allrounde...
0-10 iGIP
Allrounder JDs in ICX

Allround

Rasing and matching (and reception) of one Incomer by one ICX
member.
Reception...
10-25 iGIP
Subteam with must-have JDs
• Subteam in the ICX department with one teamleader and 3-4
members
• JDs to be cove...
More than 25 iGIP
Reception Team with VP Reception
•

Reception area becomes a strategic topic in the LC (e.g. Flat
manage...
Team Structure
Hamburg
VP Rec

Appartement
and Events

Appartment
Manager (2-3)

Event Manager
(Nice to have)

Intern
Mana...
Team Structure
Munich
VP Rec

Intern
Management

Flat Management

Flat Manager (2)

Rent Claim
Manager (Nice to
have)

Ris...
Must-Haves and Nice-to-Haves
•

Your JDs in a Reception Team need to cover:
•

Document Management
•

•

Buddy Management
...
DELEGATION
... is the most important tool of a TLP

Develop your people skills
and develop your people
through that

• As ...
- The 6 steps of delegation -

1. The task

2. Put the task
into context

3. Define
standards

4.
Competencies

5. Support...
DELEGATION
... Which task can be delegated or not?

Can be delegated

• Tasks which require a lot of
details e.g. research...
DELEGATION
... How to track the delegated tasks?

Develop your people skills
and develop your people
through that

 Track...
TMP Quality Standards
Education

• Functional
• Conferences
• Soft Skills

Practical Team
Experience

• 3 members
• 2 mont...
Upcoming SlideShare
Loading in...5
×

iGIP TXP Recommendations

733

Published on

iGIP TXP Recommendations for AIESEC in Germany

Published in: Education
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
733
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
15
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

Transcript of "iGIP TXP Recommendations"

  1. 1. iGIP TXP Recommendations For VPTMs, VPICX & VPER
  2. 2. Purpose of this presentation  You understood how to structure your iGIP (ICX & ER) team effectively  You know how to use reception teams  You know how to delegate tasks to your members  You understood the TMP Quality standards Through that you create great team experiences in your team and increase your member retention rate
  3. 3. Content of this presentation 1. Why of iGIP for your team 2. Team structures 3. How to use Reception to improve TXPs 4. Do’s and Don’ts of delegation 5. TMP Quality Standards
  4. 4. Why of iGIP for your team Value for our interns Value for the market A young person witnesses and contributes to an organization of a different culture and therefore develops entrepreneurial and responsible leadership Entrepreneurs & companies can sell their products in international markets, survive, and leverage on new insights and the motivation of our interns Value for the iGIP intern A young member learns sales and delivery, and learns how to contribute to society through market solutions
  5. 5. Why of iGIP for your team To ensure the fulfillment of these three factors it is absolutely necessary to ensure great team experiences (TXPs) for your team members in order for them to develop leadership and contribute to the development of others through great performance and clear results.
  6. 6. Team structures Cluster A & B (up to 3 TNs raised and 3 TNs matched) Allround The allround-Team • Small team allround JDs (Raising & Matching) • Ideally between 3-5 members • Team members are directly managed by the VP Effective team structure because all members that are not already matching TNs sell until they have raised a TN, which they can personally match themselves and with that they have full ownership for the EPs. After they matched the TN, they are responsible for managing the partnership and start selling again once they have capacity. Recommendations for 2 VPs If you have a VPER & VPICX • conduct your teammeetings together • Use your different backgrounds to give an allround education to the members once they need the knowledge
  7. 7. Team structures Cluster C & D1 ( up to 8 TNs raised and 8 TNs matched) Sales and Account s The Sales and account management Team • New Sales + Account Management Team • The team structure depends on the amount of TN Takers and the amount of TNs raised from them
  8. 8. Team structures Cluster C & D1 ( up to 8 TNs raised and 8 TNs matched) Scenario 1) Few TNs (1-3) distributed to many accounts VP ER iGIP Seller* iGIP Seller* VP ICX iGIP Seller* *Sells until he/she has raised a TN, then manages the account (becomes an Account Manager) Account Manager** Account Manager** Account Manager** **already has one of the TN Takers, matches available TNs and manages the partnership (should raise new partners if he/she has capacity)
  9. 9. Team structures Cluster C & D1 ( up to 8 TNs raised and 8 TNs matched) Scenario 2) Many TNs (4+) distributed to few accounts VP ER iGIP Seller* Account Manager** VP ICX Account Manager** *Sells until he/she has raised a TN, then manages the account (becomes an Account Manager) Account Manager** Matcher*** **already has one of the TN Takers, matches available TNs and manages the partnership (should raise new partners if he/she has capacity) Matcher*** ***Matches TNs that cannot be matched by the account managers **already has one of the TN ***Matches TNs that The account Managers can be distributed among the VPER & VPICX, dependent on the Takers, matches available cannot be matched amount necessary. However, sellers that do not manage an account yet, should be TNs and manages the by the account managed by the VPER, while matchers should be managed by the VPICX. partnership (should raise managers new partners if he/she has capacity)
  10. 10. Team structures Structures for even larger LCs are provided through the output of the Top LC Summit in Bonn from February 2014. Please contact either MCVP ER Joseph or MCVP ICX Anita for more information: joseph.langner@aiesec.de anita.ammon@aiesec.de
  11. 11. Reception
  12. 12. Content - Reception 1. When to establish a reception team 2. Recommendations for team structures for reception 3. Must-have and Nice-to-have JDs
  13. 13. When to establish a Reception team in your LC? 0-10 iGIP (per year) • No reception team needed • ICX JDs can be allrounder JDs and reception process can be tracked by VP ICX and facilitated by matching team and the whole LC > 25 iGIP per year 10-25 iGIP per year • Reception Subteam with teamleader • covering musthave JDs within the ICX Team should be implemented • Reception team with VP Reception should be implemented • covering musthave JDs and only nice-to-have JDs if capacity is there
  14. 14. 0-10 iGIP Allrounder JDs in ICX Allround Rasing and matching (and reception) of one Incomer by one ICX member. Reception is task of the whole LC! It is more efficient to have everybody in raising until some TNs are raised. Members gain a broader picture of the processes and have more commitement towards company and EP if they are responsible for the whole process. Reception teams are a waste of ressources if you do not have enough incomers.
  15. 15. 10-25 iGIP Subteam with must-have JDs • Subteam in the ICX department with one teamleader and 3-4 members • JDs to be covered: Intern manager, Buddy Manager, Flat Manager Putting more members in this team makes the team too big and inefficient to track (trade-off between more man-power and more coordination effort)
  16. 16. More than 25 iGIP Reception Team with VP Reception • Reception area becomes a strategic topic in the LC (e.g. Flat management) • Two Subteams with Teamleader and 3 members each  Intern Management and Flat Management are split up  Examples for structures: Munich and Hamburg
  17. 17. Team Structure Hamburg VP Rec Appartement and Events Appartment Manager (2-3) Event Manager (Nice to have) Intern Management Buddy Coordinator Document Manager Internship Quality Manager (Nice to have) - LC is not permanently renting flats -
  18. 18. Team Structure Munich VP Rec Intern Management Flat Management Flat Manager (2) Rent Claim Manager (Nice to have) Risk Manager (If more than 3 flats) Buddy Coordinator Reception Process Manager Event Management and Reimbursements (Nice to have) - LC is permanently renting flats - Internship Qua Manager (Nice have)
  19. 19. Must-Haves and Nice-to-Haves • Your JDs in a Reception Team need to cover: • Document Management • • Buddy Management • • • Finding a Buddy for every Intern making sure the Intern is taken care of in the first days Flat Management • • • collecting all documents from interns and managing arrival process finding Flats taking care of your LC-rented flats If you should have more capacity for tracking and developing people in your team. These JDs are the last ones to be covered and the first ones to be abolished if you cannot cover your must-have operations • Event Management (Organizing events for interns like reception weekends etc.) • Reimbursements (taking care of PB Maßnahmen)
  20. 20. DELEGATION ... is the most important tool of a TLP Develop your people skills and develop your people through that • As a TLP you need to develop skills in different kind of areas • good technical skills • analytical and organizational skills • ....and you need to develop people skills • Why is delegation so hard? • You are too busy and you don‘t have enough time • You think that your members will do the task correctly and on time • You don‘t know how to delegate effectively
  21. 21. - The 6 steps of delegation - 1. The task 2. Put the task into context 3. Define standards 4. Competencies 5. Support 6. The final yes • Describe exactly what you want, until when it needs to be done and which results you are expecting in the end • Tell your member, why the task needs to be done and why this task is important for the whole flow • Describe the possible complications which might arise during the execution • Be clear on standards for the work. The work of the members will be judged according to these standards • The standards should be realistic and achieveable • Your member should have the competencies in order to execute the task. If your member does not have them now, educate the member • For the successful completion of the task there might be support needed from you r side • Ask your member at regular points if support is needed • Be sure that your member really took over the task, thet he/she understood the task and also the expectations
  22. 22. DELEGATION ... Which task can be delegated or not? Can be delegated • Tasks which require a lot of details e.g. research of numbers, technical details Can‘t be delegated • Long-term vision and goals • Collecting information / research • Performance evaluation, discipline and advices • Routine work • Confidential situations • Project planning
  23. 23. DELEGATION ... How to track the delegated tasks? Develop your people skills and develop your people through that  Track according to your members needs • If your member is not so independent then increase the amount of points when you are tracking the tasks • The best case is that your member needs the minimum amount of tracking  Have a system which is used by you and your members to track the tasks  Open communication channels • Your members should have the feeling that they can come to you any time, so be approachable for any kind of request  Be strict with the agreements • If tasks are done not on time, find out what happened • Don‘t just ignore the missing of the deadline  Appreciate and give positive feedback for tasks which are better than expected or to your full expectation setting.
  24. 24. TMP Quality Standards Education • Functional • Conferences • Soft Skills Practical Team Experience • 3 members • 2 months • 1 Teamleader Support Attractivness • Teambuilding • GST and PDT once per semester • SMART JDs for every TMP Every member should receive the basic TMP Quality standards in order to have a good team experience. Every VP/LCP is responsible to deliver these standards and you as VPTMs is tracking them.
  1. Gostou de algum slide específico?

    Recortar slides é uma maneira fácil de colecionar informações para acessar mais tarde.

×