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TM for iGIP
Teaching and
Marketing toolkit
I know what you’re thinking!
What is this about?
•  Pick focus LCs for iGIP growth in your entity
•  Building Capacity for iGIP fruit peak
•  Learning ...
How can you take
advantage of it?
Let’s GO!
1.Pick focus LCs for
iGIP growth
Tier 3 entities (0-30 oGIP)
Less than 10 LCs
!
!
•  Ensure most LCs have iGIP as the
focus!
•  Each LC should only have on...
Tier 2 and Tier 1
Which LCs are making the jump in what programmes and HOW?
………	
  ………………	
  
Diversity
Tier 2(30-250 Re) and Tier 1 (250+)
!
LCs in iGIP!
0-10 Re!
10-40 Re!
40-70 Re!
70-100Re!
!
!
Pick exactly
which LCs in
ea...
2. Planning and Building CAPACITY
for the FRUIT PEAK in iGIP
Use TM Planning Tool to Plan for iGIP
	
  
1. Number of
Members in iGIP and
support functions
2. Number of TMP
and TLP Exp...
After planning for capacity you can have any
one of these 3 outcomes
1. I do not have
enough Members
in any
programme/
fun...
Run an OPTIMIZED recruitment for
the fruit peak – 2 weeks!!
1. I do not have
enough
Members in
any
programme/
function
Tips to run an optimized recruitment
1. Clear and focused Promotion of Job description
	
  
Example: Selling the global in...
Determine who is the right member
Skill AttitudeBackground Interest Time
Timeline
Approach
existing sign
ups for TXP
and GCDP
Rejected
applicants
from last
recruitment
Optimized
Selection
1 week ...
Optimized
Selection
Value based recruitment
q  Commi'ed	
  	
  and	
  mo*vated	
  members	
  (	
  GIP	
  needs	
  commitm...
2. We have enough
members in iGIP
and support areas
Focus on increasing productivity
through L&D and team minimums
3. We have the right
number of members
in the LC/MC but not
allocated in the right
proportion across
programmes/
functions...
How to balance the iGCDP and iGIP support?
Clear JD for members in Exchange
Support
Clear KPIs for each member
specificall...
What structure should I recruit into?
Structures for…
0-10 Re 10-40 Re
40-70 Re 70-100 Re
0-10 Start Up LC
VP
Member Member Member Member
∞
Ra-Ma-Re
Basic Consideration:
•  Up to 8 TN Takers
•  No sales culture yet
•  1 sub product as focus (Marketing or
teaching)
Number...
StartUpWhy no
Team
Leader
-­‐  Generally	
  these	
  LCs	
  have	
  low	
  leadership	
  pipeline	
  	
  
-­‐  Since	
  re...
•  SPLIT oGIP and oGCDP LCVPs for focus LCs
•  In case this isn’t possible, create specific iGIP teams for the summer with...
Potential LC(10-40Re)
VP
TL
Ra&Ma
Ra&Ma
Deliv.
TL
Ra&Ma
Ra&Ma
Deliv.
∞ ∞
ü  Team	
  Leaders	
  can	
  be	
  split	
  by	
...
ü  If currently these LCs have a lot of available forms to match AND need to raise as well, you
can choose to have member...
High Potential LC(40-70Re)
•  Similar structure for LC doing between 10-40 Re
•  Number of members maybe more because scal...
AdvancedLC(70-100Re)
VP (SP1)
TL Ra TL Ma TL Delivery
TL Current
Account
ü  Team split by Process of Raise, Match and
Del...
AdvancedLC(70-100Re)
VP (SP1)
TL Ra TL Ma TL Delivery
TL Current
Account
ü  The role of team leaders is very important in...
AdvancedLC(70-100Re)–OnlyifLCisdoing3SubProducts
Job Description (TL Raising)
•  Coordinate the market research, segmentat...
•  If the advanced LC is in a big city with high market potential, create short units/
teams in specific geographical area...
2 situations LCs will be in
For LCs - no or very little
available forms
CAPACITY and
STRUCTURES focused on
RAISE
For LCs -...
•  Finish Planning (using the planning tool) by April 13th at MAXIMUM
•  Then work on action steps so that we have the rig...
SUMMARY for
CAPACITY
SUMMARY
ü  Plan for number of members using planning tool
ü  Recruit or re-allocate depending on outcome of planning
ü ...
3. Learning
and
Development
USE TM Planning tool
How do I
plan?
FOCUS ON EDUCATION TO DRIVE SUMMER
How can i
achieve
this?
1.
Create a specific iGIP
education cycle only for
fruit peak.
...
LEARNING AND DEVELOPMENT
However tempting it is to give a lot of webinars or booklet to
your membership.
Remember that we ...
FOCUS ON EDUCATION TO DRIVE SUMMER
What kind?
What kind of education cycle to create for LCVPs and Team Leaders?
Teaching ...
FOCUS ON EDUCATION TO DRIVE SUMMER
What kind of education cycle to create for new and exisitng members?
Relevance of GIP
U...
FOCUS ON EDUCATION TO DRIVE SUMMER
HOW?
How to deliver the education?
National and regional
conferences
Induction process
...
Sales Development Programme 
Suggestions
SDP is a combination
of sales knowledge,
GIP knowledge and
management.
Clear KPIs...
Sales Development Programme 
Suggestions
SDP is a combination
of sales knowledge,
GIP knowledge and
management.
Clear KPIs...
Sales Development Programme 
Suggestions
Customize SDP to
sub product focus and
industries that are the
focus within these...
Sales Development Programme 
Golden Rule
70%PRODUCT &
PROCESS
KNOWLEDGE
30%SALES
KNOWLEDGE
Sales Development Programme 
Suggestions
Members learn by
Doing : )
Ensure education for members in support
functions who are supporting iGIP as well!
FOCUS ON EDUCATION TO DRIVE SUMMER
HANDY TIPS
1.  Make Virtual learning effective
and fun – Ensure continuity
and consistency
2. Have practical tasks/
assign...
How to Measure this?
TMP Retention rate
(for new members
and existing team
members
Increase in
Performance over a
period o...
THIS REQUIRES SYNERGY
1.  LC Clustering with GIP Focus
2.  LC Re-Planning support
3.  Effective LC Coaching (in
coordinati...
None of this will be successful if
1.  There is NO synergy between OD/LCD and TM to connect LC Coaching
and conferences to...
SUMMARY for
Learning and
Development
SUMMARY
ü  Plan for Learning and Development using TM planning tool
ü  Plan specifically for the fruit peak for specific...
4. Implement Team
Minimums IN
EVERY TEAM
Team Minimums
Team
Plan
JD
Training
Tracking & Coaching
Evaluation Standard and sense
Reason
Direction
Contribution
Tool
P...
HOW DO I
TRACK THESE?
Team Minimums
Team
Plan
JD
Training
Tracking & Coaching
Evaluation Standard and sense
Reason
Direction
Contribution
Tool
P...
4. Using HR Business Intelligence for iGIP
What business Intelligence can help to drive the fruit peak?
% of people in
iGIP and % of
people in
Support
Functions
What business Intelligence can help to drive the fruit peak?
Which level of
membership is
contributing
most to iGIP?
Team ...
What business Intelligence can help to drive the fruit peak?
Time a new
member or new
team leader
takes to start
performing
What business Intelligence can help to drive the fruit peak?
% of people by
Process – In Ra,
Ma and
Realization
What business Intelligence can help to drive the fruit peak?
Applicants to
iGIP TLP
positions
What business Intelligence can help to drive the fruit peak?
TMP Retention
Rate
Why does information help?
The Right
Information
helps us find our
CHALLENGE
Why does information help?
Example of this
Every member needs to live GEN2015!
Every member, Every day CONTRIBUTES!
GIP
Needs to be
everywhere
TM for iGIP
TM for iGIP
TM for iGIP
TM for iGIP
TM for iGIP
TM for iGIP
TM for iGIP
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Transcript of "TM for iGIP"

  1. 1. TM for iGIP Teaching and Marketing toolkit
  2. 2. I know what you’re thinking!
  3. 3. What is this about? •  Pick focus LCs for iGIP growth in your entity •  Building Capacity for iGIP fruit peak •  Learning and Development for the fruit peak •  Team Minimums •  Using HR Intelligence to grow
  4. 4. How can you take advantage of it? Let’s GO!
  5. 5. 1.Pick focus LCs for iGIP growth
  6. 6. 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! !
  7. 7. Tier 2 and Tier 1 Which LCs are making the jump in what programmes and HOW? ………  ………………   Diversity
  8. 8. Tier 2(30-250 Re) and Tier 1 (250+) ! LCs in iGIP! 0-10 Re! 10-40 Re! 40-70 Re! 70-100Re! ! ! 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
  9. 9. 2. Planning and Building CAPACITY for the FRUIT PEAK in iGIP
  10. 10. 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
  11. 11. 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
  12. 12. Run an OPTIMIZED recruitment for the fruit peak – 2 weeks!! 1. I do not have enough Members in any programme/ function
  13. 13. 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
  14. 14. Determine who is the right member Skill AttitudeBackground Interest Time
  15. 15. Timeline Approach existing sign ups for TXP and GCDP Rejected applicants from last recruitment Optimized Selection 1 week 5 days
  16. 16. Optimized Selection Value based recruitment q  Commi'ed    and  mo*vated  members  (  GIP  needs  commitment  and   persistence)   q  Building                                                                  
  17. 17. 2. We have enough members in iGIP and support areas Focus on increasing productivity through L&D and team minimums
  18. 18. 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
  19. 19. How to balance the iGCDP 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
  20. 20. What structure should I recruit into?
  21. 21. Structures for… 0-10 Re 10-40 Re 40-70 Re 70-100 Re
  22. 22. 0-10 Start Up LC VP Member Member Member Member ∞ Ra-Ma-Re
  23. 23. 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
  24. 24. 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  
  25. 25. •  SPLIT oGIP and oGCDP 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
  26. 26. 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    
  27. 27. 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
  28. 28. 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.
  29. 29. AdvancedLC(70-100Re) VP (SP1) TL Ra TL Ma TL Delivery TL Current Account ü  Team split by Process of Raise, Match and Delivery because this team is high volume and requires focus on each process ü  The Team for Current accounts manage raise and match to ensure effective account management ü  There can be an added Team Leader or some more members in Current account team in case there is a dry run ü  It is important that JD and MoS of members in these teams is split between Current accounts and new accounts ü  Delivery happens all year round – either preparing for delivery or receiving interns and supporting them hence a separate team is crucial
  30. 30. AdvancedLC(70-100Re) VP (SP1) TL Ra TL Ma TL Delivery TL Current Account ü  The role of team leaders is very important in this structure. Team Leaders have to work in perfect synergy to ensure accounts are managed well ü  Team leaders have to work in synergy to ensure EP experience delivery ü  Every member working in raise, match or delivery MUST know fully the iGIP Process. If not, it will lead to members not being able to raise the right forms or members not being able to match forms effectively ü  JD of members matching is more related to LC- LC Partnerships and is less of coordination with companies for selection (which can also be done by members who are raising)
  31. 31. AdvancedLC(70-100Re)–OnlyifLCisdoing3SubProducts Job Description (TL Raising) •  Coordinate the market research, segmentation and division •  Process optimization from research-sales to raise •  Coordinate the activities of the members •  Performance review and tracking VP (SP1) TL Ra TL Ma TL Delivery TL Current Account VP TL SP2 Ra&Ma Ra&Ma Delivery TL SP3 Job Description (TL Matching) •  Supply and Demand Analysis •  LC to LC Partnership •  Coordinate the activities of the members •  Performance review and tracking Job Description (TL Delivery) Legal and Quality analysis •  Coordinate the activities of the members •  Performance review and tracking •  Minimum quality standard delivery to EP •  Ensuring EP has a great experiences and enable delivery of inner journey to EP
  32. 32. •  If the advanced LC is in a big city with high market potential, create short units/ teams in specific geographical areas only for the summer peak or for all of 2014 to split the market. •  This will also help one unit focus on GCDP and the other on GIP AdvancedLC(70-100Re)
  33. 33. 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
  34. 34. •  Finish Planning (using the planning tool) by April 13th at MAXIMUM •  Then work on action steps so that we have the right capacity by 28th April •  Engage existing members in iGIP in the meanwhile Timeline
  35. 35. SUMMARY for CAPACITY
  36. 36. SUMMARY ü  Plan for number of members using planning tool ü  Recruit or re-allocate depending on outcome of planning ü  Ensure you follow an optimized recruitment process ü  Recruit into the right structures ü  Balance iGCDP and iGIP growth through building capacity
  37. 37. 3. Learning and Development
  38. 38. USE TM Planning tool How do I plan?
  39. 39. FOCUS ON EDUCATION TO DRIVE SUMMER 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
  40. 40. 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’
  41. 41. FOCUS ON EDUCATION TO DRIVE SUMMER 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
  42. 42. FOCUS ON EDUCATION TO DRIVE SUMMER 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
  43. 43. FOCUS ON EDUCATION TO DRIVE SUMMER HOW? How to deliver the education? National and regional conferences Induction process based on organizational and operational knowledge Continuous virtual training
  44. 44. 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
  45. 45. 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
  46. 46. 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
  47. 47. Sales Development Programme Golden Rule 70%PRODUCT & PROCESS KNOWLEDGE 30%SALES KNOWLEDGE
  48. 48. Sales Development Programme Suggestions Members learn by Doing : )
  49. 49. Ensure education for members in support functions who are supporting iGIP as well! FOCUS ON EDUCATION TO DRIVE SUMMER
  50. 50. 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 specifically for the Fruit Peak SUMMER 4. Ensure there is customised content for specific LCs and specific profiles within LCs. CUSTOMISED
  51. 51. 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
  52. 52. 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
  53. 53. 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
  54. 54. SUMMARY for Learning and Development
  55. 55. 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
  56. 56. 4. Implement Team Minimums IN EVERY TEAM
  57. 57. Team Minimums Team Plan JD Training Tracking & Coaching Evaluation Standard and sense Reason Direction Contribution Tool Performance
  58. 58. HOW DO I TRACK THESE?
  59. 59. Team Minimums Team Plan JD Training Tracking & Coaching Evaluation Standard and sense Reason Direction Contribution Tool Performance
  60. 60. 4. Using HR Business Intelligence for iGIP
  61. 61. What business Intelligence can help to drive the fruit peak? % of people in iGIP and % of people in Support Functions
  62. 62. What business Intelligence can help to drive the fruit peak? Which level of membership is contributing most to iGIP? Team members, Team Leaders or LCVPs?
  63. 63. What business Intelligence can help to drive the fruit peak? Time a new member or new team leader takes to start performing
  64. 64. What business Intelligence can help to drive the fruit peak? % of people by Process – In Ra, Ma and Realization
  65. 65. What business Intelligence can help to drive the fruit peak? Applicants to iGIP TLP positions
  66. 66. What business Intelligence can help to drive the fruit peak? TMP Retention Rate
  67. 67. Why does information help? The Right Information helps us find our CHALLENGE
  68. 68. Why does information help?
  69. 69. Example of this
  70. 70. Every member needs to live GEN2015! Every member, Every day CONTRIBUTES!
  71. 71. GIP Needs to be everywhere
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