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Talent
Capacity for
GIP
The Talent Capacity Model
How to work with this model?

Strategic Direction for TM into 2 key
blocks of Capacity and Learning and
Development.
ALIGN TO GIP STRATEGY

GIP

TM
Simple
Implement
Capacity and
Learning and
Development

Run Sales
University

- Structures for
Quality
Delivery to EP
and Company...
Productivity of
members
Implement Capacity and L&D for iGIP and oGIP
iGIP Capacity
Remember!
GIP Clustering for LC

iGIP
Start Up 0-15 X RE
Potential 15-40 X RE
High Potential 40-100 X RE
High Volume >100 X RE
Structures can be by Sub-Product or By Market

Remember, whether the structure is sub-product based or market
based, TLs a...
Structures by Scale

- Start up LCs (1 team with members doing the whole process)
- Potential (10-40 Re) – 2 Team Leaders ...
Structures can be by Sub-Product or By Market

More than 40 Re, structures by process (Sales, Matching and
Delivery)
Struc...
Go through TC Output in more detail for?
- Specific Job-Description of members in each LC Cluster
- Delivery of Inner and ...
iGIP Learning and Development
iGIP Levels
All
iGIP
TOPIC

All levels
CONTENT

OBJECTIVES

SALES
MANAGEMENT

 Market Research and Segmentation
 Product packaging
 Sal...
iGIP
Potential
iGIP
TOPIC

POTENTIAL
CONTENT

OBJECTIVES

TARGET

SUBPRODUCT
PACKAGING

 Specific sub product; what;why;how; the values
...
iGIP
High Potential
iGIP
TOPIC

HIGH POTENTIAL
CONTENT

OBJECTIVES

TARGET

CUSTOMER
LOYALTY FOR
ORGANIZATION
S

Creating and maintaining
lon...
iGIP Volum
High
oGIP
TOPIC

PROCESS
OPTIMIZATION

HIGH VOLUME
CONTENT
Conversion from Sale to Raise
Approach umbrella organization
Atte...
oGIP Capacity
Remember!
GIP Clustering for LC

oGIP
Start Up 0-10 X RE
Potential 10-40 X RE
High Potential 40-70 X RE
High Volume +70 X RE
Structures by Scale and sub-product

- Start up LCs (1 team with members doing the whole process)
- Potential (10-40 Re) –...
Structures by Sub-Product

For 40-70, integrate a marketing responsible into the oGIP Team
to ensure smooth synergy. Can b...
Structures by Sub-Product
For more than 70 Re, keep the points of 40-70 with added
capacity.

Here focusing on TXP – oGIP ...
Go through TC Output in more detail for?
- Specific Job-Description of members in each LC Cluster
- Delivery of Inner and ...
oGIP Learning and Development
oGIP Levels
All
oGIP

All levels

TOPIC

GIP
KNOWLEDGE

COMM AND
SALES SKILLS

MANAGEMENT
AND
LEADERSHIP

CONTENT






Program princ...
oGIP
TOPIC
CUSTOMER
EXPERIENCE
MANAGEMENT

All levels
CONTENT
 Building loyalty
 Customer Servicing
 Delivering quality...
oGIP
Potential
oGIP
TOPIC

POTENTIAL
CONTENT

OBJECTIVES

TARGET

 How to run market research for student market

 Understand how to ge...
oGIP Potent
High
oGIP
TOPIC

HIGH POTENTIAL
CONTENT

OBJECTIVES

TARGET

PROCESS
OPTIMIZATION

Information system
management (different
ad...
oGIP Volum
High
oGIP
TOPIC
INTERNAL
MARKETING

ADVANCED EP
ENGAGEMENT

HIGH VOLUME
CONTENT
Virtual promotion for supply creation
LC2LC p...
How MCs can manage structures better
- Ensure LC clustering (from start up – high volume)
- Ensure every LC has the right ...
How MCs can manage L&D better
- Ensure LC clustering (from start up – high volume)
- Ensure every LC has the right GIP Edu...
Embed Belief in GIP and Type of
Leadership GIP develops into
Learning
Implement
Capacity and
Learning and
Development

Run Sales
University

- Structures for
Quality
Delivery to EP
and Company...
Run Sales University
How to
Run
National
SDP

KPIs and
MoS

Specific
Examples
How to RUN National Sales University
1. Set Sales Goal Through Backward Planning
2. Set KPI and MoS
How to Run National Sales University
4. Develop Strategies
5. Implement Strategies:
- Sales summits
- Virtual platforms

6...
Go through Wiki!!

http://www.myaiesec.net/content/v
iewwiki.do?contentid=10281917
What do I do?
Start implementing national sales university if you don’t, if you do go
through the wiki and make it better!...
Can Be Customized to oGIP as well 
Implement
Capacity and
Learning and
Development

Run Sales
University

- Structures for
Quality
Delivery to EP
and Company...
Quality Delivery
EP LEAD
Recap: Implement
structures and learning
Sales University
Quality delivery and EP LEAD
What do I do?
The challenge: how TO PLAN FOR IT

How to start implementing with lcs
The challenge: how TO PLAN

Eg: Focus
on CLO

100 Re from
Re-raising

Number and
Kind of people
needed – Team
Planning

Em...
Pick LCs you want to
start Piloting this
with
How to start implementing with lcs
Capacity: Number of members in the programme, % in back office and front
office, % by p...
Questions? 
RESOURCES
• TC Output wiki http://www.myaiesec.net/content/viewwiki.do?contentid=102767
80

• Sales University wiki –
http...
Tc for webinar
Tc for webinar
Tc for webinar
Tc for webinar
Tc for webinar
Tc for webinar
Tc for webinar
Tc for webinar
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  • AP
  • Brand limits: poor or no branding around the region, unclear products, inconsistent messaging, trademarks, no cohesive sub-brand strategy Our Why limits: 1213 brought internal clarity of purpose with @way+2015 in CoW, but now we need to be able to communicate this outside the org – why do we do what we do and how is that relevant for someone else to promote us. Our network limits: not sure – but like we have a lot of people, but very low engagement of them – ie. YS? I dunno… maybe change this from our network to being our brand, then our product brand? Online platforms: how do we adapt our processes to new platforms, how to position aiesec cohesively, how to drive traffic, how to convert and close online, how to give more info to customer before they buy so they buy the right product.
  • Brand limits: poor or no branding around the region, unclear products, inconsistent messaging, trademarks, no cohesive sub-brand strategy Our Why limits: 1213 brought internal clarity of purpose with @way+2015 in CoW, but now we need to be able to communicate this outside the org – why do we do what we do and how is that relevant for someone else to promote us. Our network limits: not sure – but like we have a lot of people, but very low engagement of them – ie. YS? I dunno… maybe change this from our network to being our brand, then our product brand? Online platforms: how do we adapt our processes to new platforms, how to position aiesec cohesively, how to drive traffic, how to convert and close online, how to give more info to customer before they buy so they buy the right product.
  • Brand limits: poor or no branding around the region, unclear products, inconsistent messaging, trademarks, no cohesive sub-brand strategy Our Why limits: 1213 brought internal clarity of purpose with @way+2015 in CoW, but now we need to be able to communicate this outside the org – why do we do what we do and how is that relevant for someone else to promote us. Our network limits: not sure – but like we have a lot of people, but very low engagement of them – ie. YS? I dunno… maybe change this from our network to being our brand, then our product brand? Online platforms: how do we adapt our processes to new platforms, how to position aiesec cohesively, how to drive traffic, how to convert and close online, how to give more info to customer before they buy so they buy the right product.
  • Brand limits: poor or no branding around the region, unclear products, inconsistent messaging, trademarks, no cohesive sub-brand strategy Our Why limits: 1213 brought internal clarity of purpose with @way+2015 in CoW, but now we need to be able to communicate this outside the org – why do we do what we do and how is that relevant for someone else to promote us. Our network limits: not sure – but like we have a lot of people, but very low engagement of them – ie. YS? I dunno… maybe change this from our network to being our brand, then our product brand? Online platforms: how do we adapt our processes to new platforms, how to position aiesec cohesively, how to drive traffic, how to convert and close online, how to give more info to customer before they buy so they buy the right product.
  • Brand limits: poor or no branding around the region, unclear products, inconsistent messaging, trademarks, no cohesive sub-brand strategy Our Why limits: 1213 brought internal clarity of purpose with @way+2015 in CoW, but now we need to be able to communicate this outside the org – why do we do what we do and how is that relevant for someone else to promote us. Our network limits: not sure – but like we have a lot of people, but very low engagement of them – ie. YS? I dunno… maybe change this from our network to being our brand, then our product brand? Online platforms: how do we adapt our processes to new platforms, how to position aiesec cohesively, how to drive traffic, how to convert and close online, how to give more info to customer before they buy so they buy the right product.
  • What is a good percentage?
  • Brand limits: poor or no branding around the region, unclear products, inconsistent messaging, trademarks, no cohesive sub-brand strategy Our Why limits: 1213 brought internal clarity of purpose with @way+2015 in CoW, but now we need to be able to communicate this outside the org – why do we do what we do and how is that relevant for someone else to promote us. Our network limits: not sure – but like we have a lot of people, but very low engagement of them – ie. YS? I dunno… maybe change this from our network to being our brand, then our product brand? Online platforms: how do we adapt our processes to new platforms, how to position aiesec cohesively, how to drive traffic, how to convert and close online, how to give more info to customer before they buy so they buy the right product.
  • AP
  • Brand limits: poor or no branding around the region, unclear products, inconsistent messaging, trademarks, no cohesive sub-brand strategy Our Why limits: 1213 brought internal clarity of purpose with @way+2015 in CoW, but now we need to be able to communicate this outside the org – why do we do what we do and how is that relevant for someone else to promote us. Our network limits: not sure – but like we have a lot of people, but very low engagement of them – ie. YS? I dunno… maybe change this from our network to being our brand, then our product brand? Online platforms: how do we adapt our processes to new platforms, how to position aiesec cohesively, how to drive traffic, how to convert and close online, how to give more info to customer before they buy so they buy the right product.
  • - Choosing the right student market & selling them the right product(how to understand market, how to understand S&D)
  • Transcript of "Tc for webinar"

    1. 1. Talent Capacity for GIP
    2. 2. The Talent Capacity Model
    3. 3. How to work with this model? Strategic Direction for TM into 2 key blocks of Capacity and Learning and Development.
    4. 4. ALIGN TO GIP STRATEGY GIP TM
    5. 5. Simple
    6. 6. Implement Capacity and Learning and Development Run Sales University - Structures for Quality Delivery to EP and Company - EP LEAD
    7. 7. Productivity of members
    8. 8. Implement Capacity and L&D for iGIP and oGIP
    9. 9. iGIP Capacity
    10. 10. Remember!
    11. 11. GIP Clustering for LC iGIP Start Up 0-15 X RE Potential 15-40 X RE High Potential 40-100 X RE High Volume >100 X RE
    12. 12. Structures can be by Sub-Product or By Market Remember, whether the structure is sub-product based or market based, TLs and Team members should be clear on which subproducts are we selling to what market and WHY (Connect to Purpose driven Market Segmentation)
    13. 13. Structures by Scale - Start up LCs (1 team with members doing the whole process) - Potential (10-40 Re) – 2 Team Leaders with the same members responsible for Ra and Ma and specific members responsible for Realized.
    14. 14. Structures can be by Sub-Product or By Market More than 40 Re, structures by process (Sales, Matching and Delivery) Structures split into new accounts and current accounts (iGIP it is important to split goals between new accounts and current)
    15. 15. Go through TC Output in more detail for? - Specific Job-Description of members in each LC Cluster - Delivery of Inner and Outer journey to members - Specific Examples - Average efficiency of LCs
    16. 16. iGIP Learning and Development
    17. 17. iGIP Levels All
    18. 18. iGIP TOPIC All levels CONTENT OBJECTIVES SALES MANAGEMENT  Market Research and Segmentation  Product packaging  Sales Techniques  Know how to sell the product of iGIP to companies PRODUCT FOCUS  What the product is, how to sell, the values propositions.  Why focus on sub-product: to ensure members understand how to sell based on supply  Understand the iGIP based on the subproducts and supply EXCHANGE PROCESS  Raising  Raising Operation  Contracts Management  Matching  Realizing  Receptions  VISA  Minimum Quality Deliveries  Quality  NPS Operation  Firefighting TARGET Members, Leaders, VPs  Understand how to manage the entire exchange process in iGIP
    19. 19. iGIP Potential
    20. 20. iGIP TOPIC POTENTIAL CONTENT OBJECTIVES TARGET SUBPRODUCT PACKAGING  Specific sub product; what;why;how; the values propositions and packaging  Know how to package subproducts to the external reality Leaders & VPs MARKET RESEARCH AND SEGMENTATION  Advanced research and segmentation based on sub product  Understand how to get the needed data from the market for iGIP delivery Leaders & VPs SALES SPECIALIZATION  Sales based on sub product and how to make it effective and focus  Get the next level of sales for more efficiency and volume Leaders & VPs CUSTOMER RELATIONSHIP MANAGEMENT  Database of Sales activities (software or virtual space), account management and account transition.  Make sure partners are retained in a long term perspective Leaders & VPs
    21. 21. iGIP High Potential
    22. 22. iGIP TOPIC HIGH POTENTIAL CONTENT OBJECTIVES TARGET CUSTOMER LOYALTY FOR ORGANIZATION S Creating and maintaining long-term partnerships with organizations (ex. schools, universities, NGOs etc) Dealing with different stakeholders (ex. embassy Shift the mindset of memebrs from short-term raising to long-term relations with stakeholders. Know how to create and maintain long-term partnerships. Leaders, VPs CUSTOMER LOYALTY FOR STUDENTS  Building a customer relationship with students (since EwA)  Minimums of EP preparation  How to satisfy our customers  Understand the standards and extra deliveries in oGCDP in order to have promoters and develop leadership Leaders & VPs
    23. 23. iGIP Volum High
    24. 24. oGIP TOPIC PROCESS OPTIMIZATION HIGH VOLUME CONTENT Conversion from Sale to Raise Approach umbrella organization Attend corporate events Make proposal easier process Utilization of networks (BoA, Alumnae) Capitalized partnership in other LCs or even country Conversion from Raise to Match Raise a matchable TN Raise based on LC partnership Raise based on S&D analysis Conversion from Match to Realize Supply and Demand Analysis LC Partnerships Peak Season Understanding Conversion from Realize to Re-Raise Fast feedback system and follow up Upscale partnership - Upselling Mass Realization Project In kind partner for accomodation Upscale partnership benefit (accomodation providers) OBJECTIVES TARGET Understand what part of the exchange process can be improved to increase results Leaders, VPs
    25. 25. oGIP Capacity
    26. 26. Remember!
    27. 27. GIP Clustering for LC oGIP Start Up 0-10 X RE Potential 10-40 X RE High Potential 40-70 X RE High Volume +70 X RE
    28. 28. Structures by Scale and sub-product - Start up LCs (1 team with members doing the whole process) - Potential (10-40 Re) – 2 Team Leaders with the same members responsible for Ra and Ma and specific members responsible for Realized.
    29. 29. Structures by Sub-Product For 40-70, integrate a marketing responsible into the oGIP Team to ensure smooth synergy. Can be done with a TM Responsible as well. Structure for On-going recruitment can be by process (specific members for Ra and some members for Ma and Re together) and for pocket recruitment one team can manage the whole process.
    30. 30. Structures by Sub-Product For more than 70 Re, keep the points of 40-70 with added capacity. Here focusing on TXP – oGIP (Upselling) is important.
    31. 31. Go through TC Output in more detail for? - Specific Job-Description of members in each LC Cluster - Delivery of Inner and Outer journey to members - Specific Examples - Average efficiency of LCs
    32. 32. oGIP Learning and Development
    33. 33. oGIP Levels All
    34. 34. oGIP All levels TOPIC GIP KNOWLEDGE COMM AND SALES SKILLS MANAGEMENT AND LEADERSHIP CONTENT      Program principles Value proposition Product to the market oGIP processes S&D – internal market understanding OBJECTIVES  Know the elements of products (price, brand, quality, value, customer segments, etc.) and the different stages of products  Understand the exchange process from Subscription until Completed  Know how to use all the functions on myaiesec.net for exchange management to make the process fast and effective     Basic sales skills Basic communication skills Attracting right EP talents Communicating our Value Proposition  Understand how to sell focused on the subproducts and supply     Program planning Execution and Performance Tracking Time management Leadership developed as GIP EP and oGIP member  Understand how to manage the needed resources to provide the right leadership development for members and EPs TARGET Members, Leaders, VPs
    35. 35. oGIP TOPIC CUSTOMER EXPERIENCE MANAGEMENT All levels CONTENT  Building loyalty  Customer Servicing  Delivering quality experiences in practice  Showcasing OBJECTIVES  Understand the importance of our customers and how to provide them the right experience for leadership development TARGET Leaders & VPs
    36. 36. oGIP Potential
    37. 37. oGIP TOPIC POTENTIAL CONTENT OBJECTIVES TARGET  How to run market research for student market  Understand how to get the needed data to make an efficient promotion to attract the right EP Leaders & VPs  Deep understanding of subproducts  Marketing knowledge to package oGIP products (GTCM)  Understand how to build your product and align with subproducts Leaders & VPs SUPPLY & DEMAND  Supply and demand theory and necessity  CY2CY partnerships  Understand the processes in CY2CY partnerships, responsibility towards delivering the XPs on LC levels and clear WHY of working by CY2CY CUSTOMER LOYALTY FOR STUDENTS  Building a customer relationship with students (since EwA)  Minimums of EP preparation  How to satisfy our customers (massive volume)  Understand the standards and extra deliveries in oGCDP in order to have promoters and develop leadership MARKET RESEARCH PRODUCT PACKAGING VPs Leaders & VPs
    38. 38. oGIP Potent High
    39. 39. oGIP TOPIC HIGH POTENTIAL CONTENT OBJECTIVES TARGET PROCESS OPTIMIZATION Information system management (different advanced platforms) How to simplify processes to make it faster and more effective Know how to use and deal with different platforms Understanding which process they can do faster and how to be more effective ADVANCED MARKET AND SUBPRODUCT Student market reality based on backgrounds Subproduct reality based on supply & demand, JDs and market Understanding how to capitalize on untapped opportunities for oGIP growth Train the trainers GCPs and BCPs Empower LCVPs to bring more innovation and solutions in the local level Managing a large team Empower team leaders to be able to provide good TMP experiences to their members Leaders Work as a team to drive results Empower members to cooperate and bring results together Members MANAGEMENT SKILLS Leaders, VPs Leaders and VPs VPs
    40. 40. oGIP Volum High
    41. 41. oGIP TOPIC INTERNAL MARKETING ADVANCED EP ENGAGEMENT HIGH VOLUME CONTENT Virtual promotion for supply creation LC2LC partnership Inner & Outer Journey delivery High volume of EPs management OBJECTIVES TARGET Understanding of how to get the right supply for the EPs Leaders, VPs Know how to use deliver inner & outer journey for GIP EPs Know how to manage high volume of oGIP EPs Leaders, VPs
    42. 42. How MCs can manage structures better - Ensure LC clustering (from start up – high volume) - Ensure every LC has the right structure - Ensure PROCESSES for capacity are in place: Product Packaging for TMP TLP , Recruitment, Reallocation, IXP - Track KPI: Number of people in GIP, % of members be process in GIP
    43. 43. How MCs can manage L&D better - Ensure LC clustering (from start up – high volume) - Ensure every LC has the right GIP Education cycle (Operational knowledge, leadership and management combined for all levels) - Ensure PROCESSES for L&D are in place: LEAD, Learning, Induction, Performance Appraisal, Individual Development Plan - Track KPI: TMP Retention Rate and Pipeline to TLP
    44. 44. Embed Belief in GIP and Type of Leadership GIP develops into Learning
    45. 45. Implement Capacity and Learning and Development Run Sales University - Structures for Quality Delivery to EP and Company - EP LEAD
    46. 46. Run Sales University
    47. 47. How to Run National SDP KPIs and MoS Specific Examples
    48. 48. How to RUN National Sales University 1. Set Sales Goal Through Backward Planning 2. Set KPI and MoS
    49. 49. How to Run National Sales University 4. Develop Strategies 5. Implement Strategies: - Sales summits - Virtual platforms 6. Track Progress
    50. 50. Go through Wiki!! http://www.myaiesec.net/content/v iewwiki.do?contentid=10281917
    51. 51. What do I do? Start implementing national sales university if you don’t, if you do go through the wiki and make it better! sTAY TUNED TO GLOBAL CONTENT EVERY 15 DAYS Regional sales challenge!!!
    52. 52. Can Be Customized to oGIP as well 
    53. 53. Implement Capacity and Learning and Development Run Sales University - Structures for Quality Delivery to EP and Company - EP LEAD
    54. 54. Quality Delivery EP LEAD
    55. 55. Recap: Implement structures and learning
    56. 56. Sales University
    57. 57. Quality delivery and EP LEAD
    58. 58. What do I do? The challenge: how TO PLAN FOR IT How to start implementing with lcs
    59. 59. The challenge: how TO PLAN Eg: Focus on CLO 100 Re from Re-raising Number and Kind of people needed – Team Planning Embed CLO into SDP
    60. 60. Pick LCs you want to start Piloting this with
    61. 61. How to start implementing with lcs Capacity: Number of members in the programme, % in back office and front office, % by process Set KPIs Learning and Development: TMP Retention Rate Action Steps Start Tracking Clear timeline and action steps to achieve KPIs Track LCs to measure increase in productivity
    62. 62. Questions? 
    63. 63. RESOURCES • TC Output wiki http://www.myaiesec.net/content/viewwiki.do?contentid=102767 80 • Sales University wiki – http://www.myaiesec.net/content/viewwiki.do?contentid=102819 17 • EP LEAD wiki – Coming soon, on 27th November!!! Yay! :D
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