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TLP product flow
TLP product flow
TLP product flow
TLP product flow
TLP product flow
TLP product flow
TLP product flow
TLP product flow
TLP product flow
TLP product flow
TLP product flow
TLP product flow
TLP product flow
TLP product flow
TLP product flow
TLP product flow
TLP product flow
TLP product flow
TLP product flow
TLP product flow
TLP product flow
TLP product flow
TLP product flow
TLP product flow
TLP product flow
TLP product flow
TLP product flow
TLP product flow
TLP product flow
TLP product flow
TLP product flow
TLP product flow
TLP product flow
TLP product flow
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TLP product flow

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  • 1. TLP XP FLOW From the TM CEM NSB team
  • 2. Objectives  A “customer-focus” when providing TL experiences  LCs have a standardized TLP flow  LCs are able to individually assess what areas they are strong in and what areas they need to improve  LCs capitalize on high TL satisfaction and engagement to drive exchange goals
  • 3. The TLP Product Flow Raise Match Realize Closing Re- Raise
  • 4. Why is this TLP flow Important?  We are creating standardized experiences so that every role is fulfilling and high quality  Low quality EB XP  VPs who drop out VPs who don’t meet goals VPs who create bad team XP  Low quality MM XP  MM who become disengaged MM who don’t drive exchange
  • 5. Global Leader TL Customer Experience Management fits into the Global Leader Product through: Product Development Organizational Development Participants get hands on experience in developing a product and bringing it to the market. Participants get hands on experience in managing their own not-for-profit.
  • 6. Person Responsible for TL Quality LCPs VPs For EB VPs TLs For MM
  • 7. EB XP Timeline (Year-long) RAISIN G MATCHING REALIZING CLOS E RE- RAISE -3m -2m -1m 0 1m 6m 11m 12m
  • 8. MM XP Timeline (Semester- long) RAISIN G MATCHING REALIZING CLOS E RE- RAISE -3w -2w -1w 0 2w 9w 16w 18w
  • 9. •Talent Planning •JD Creation •Application RAISING
  • 10. Talent Planning  TIMELINE: Before term (if possible)  RESOURCE: LC Talent Planning Tool  If you are a VP considering adding TLs, here are some questions to consider  Where could you use the extra power to drive exchange goals?  Are there more than 7 people underneath you?  Do some operations need a closer eye to manage them?  Keep in mind that not all teams will be in a position to require/need TLs.
  • 11. JD Creation  TIMELINE: Before term (if possible)  RESOURCE: on podio—TM space  Creating JDs is one of the most crucial steps to creating a satisfying, quality role.  Receive feedback from others to make sure you're not delegating too much or too little.  KPIs should reflect exchange goals that you have created.
  • 12. Application  TIMELINE: Before term (if possible)  To ensure the right person for the right job, it is important to have some sort of application process set for the role.
  • 13. MATCHING •Selection/Allocation •Training/Transitioni ng •Goal Setting •Team Formation
  • 14. Selection/Allocation  TIMELINE: EB—before term MM—1-2nd week (or before term if possible)  RESOURCE: Value-Based Selection/Allocation  This process can range anywhere from selection, election, etc.
  • 15. Training/Transitioning  TIMELINE: EB—before term MM—2-3rd week (or before term if possible)  RESOURCE: Transition Tool
  • 16. Goal Setting  TIMELINE: EB—before term MM—2-3rd week (or before term if possible)  RESOURCES: Backwards planning Smart goals  While the role should have KPIs from the JD creation stage, it is important that the TL also determines their own goals to fosters a sense of ownership and responsibility.
  • 17. Team Formation  TIMELINE: EB—1st week (or before term if possible) MM—3rd week  A TL is not a true TL unless they have a minimum of three people underneath them.  Therefore, before the role can be realized, they must form a team and start building the team dynamic through expectation setting, reviewing team goals, and creating a team vision or purpose.
  • 18. REALIZATION •Execution •Midterm Analysis •Replanning •Driving Success
  • 19. Execution  TIMELINE: EB—1st week MM—3rd week  RESOURCE: Tracking Tool  Managing the team in order to reach goals.
  • 20. Midterm Analysis  TIMELINE: EB—26th week MM—9th week  Midway through the role, the TL should create a analysis report of the original KPIs, whether or not they have been met and why.  Can be done through one-on-one personal development talks or a team review  This should also be a time period for feedback
  • 21. Replanning  TIMELINE: EB—27th week MM—10th week  Based on feedback and analysis, TLs should adjust their goals and KPIs so that they will be able to accomplish them by the end of the semester.  Ideally this would be conducted with their team.
  • 22. Driving Success  TIMELINE: EB—28th week MM—11th week  TL manages the team and inspires them to push through to make it to the finish line and achieve their goals.
  • 23. CLOSING •XP Interview/Reflection •Team Performance Assessment
  • 24. XP Interview/Reflection  TIMELINE: EB—50th week MM—16th week  To end the experience, the TL should either go through a closing interview or receive a space to reflect.
  • 25. Team Performance Assessment  TIMELINE: EB—49th week MM—15th week  A review of what the team accomplished, what challenges they had faced, and what they think can be improved upon.  Should be submitted to the TL's higher up and IM to track the data and preserve information.
  • 26. RE-RAISING •Improve JD •Re-release role •Transition Knowledge
  • 27. Improve JD  TIMELINE: EB—50th week MM—16th week  Based on feedback during the closing interview, alter the JD to improve its design and the experience it promises to offer.  Promote it, along with the old TL, to the rest of the LC.
  • 28. Re-Release Role  TIMELINE: EB—50th week MM—16th week  Release the role again for applications.  Also, at this point the old TL should be encouraged to either apply for a new TMP experience or apply for a higher level TLP.
  • 29. Transition Knowledge  TIMELINE: EB—51th week MM—17th week  RESOURCE: Transition Tool  Old TL should transition knowledge either through one on ones or by creating a handbook on how to perform the role and what to expect.
  • 30. FINAL REMARKS
  • 31. The TLP Product Flow Raise Match Realize Closing Re- Raise
  • 32. Assessing the Quality of TLP  Net Promoter Score (NPS)  Reminder: you can only receive NPS scores if the role is officially raised on myaiesec.net and they fill out the survey at the end of their term  One on ones  Exit Interviews
  • 33. QUESTIONS . . . ? Contact Katie Crow at: •Email: tlp.cem@aiesecus.org •Phone: (706) 267-9481 •Book a meeting: kcrow.youcanbook.me
  • 34. Wanna know what else the team is working on? Check out our project tracker here: https://docs.google.com/spreadsheet/ccc?key=0ArdcKz6Io1EYdHBIN2Q4Zlk5MGY0dDRlOVRCZG9LOEE&usp=sh aring

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