AIESEC UK
Where do we stand?
Objectives
•Analyse Current State of AIESEC UK
•Understand Previous & New LCD Coaching Models
•Learn TM cluster focuses, s...
ICX
NUMBER OF MEETINGS(number of meetings aligned with the IT 2015 strategy)
OGX
NUMBER OF PAYMENTS(number of payments ali...
12.13 LC Goals
Balanced Scorecard
SUSTAINABILITY
THEWAYWE
DOIT
LEADERSHIP FOR A POSITIVE IMPACT ON SOCIETY
IMPACT
INCREASING
EXCHANGE XPS
PROVIDING HIGH QUA...
SUSTAINABILITY
THEWAYWE
DOIT
LEADERSHIP FOR A POSITIVE IMPACT ON SOCIETY
IMPACT
INCREASING
EXCHANGE XPS
PROVIDING HIGH QUA...
SUSTAINABILITY
THEWAYWE
DOIT
LEADERSHIP FOR A POSITIVE IMPACT ON SOCIETY
INCREASING
EXCHANGE XPS
PROVIDING HIGH QUALITY
AI...
RECRUITMENT AND
INDUCTION
Processes
Talent Promotion Talent SelectionTalent Planning Talent Induction
RECOMMENDATION
July ...
MANAGING TALENT
Processes
Talent Allocation
Talent Goal
Setting &
Orientation
Member s
Education
Talent Tracking
RECOMMEND...
PLANNING & REVIEW
LC Processes
Plan & Budget Reward &
Recognition
Talent
Performance
Appraisal
Organisational
Performance
...
MARKET ANALYSIS
!
We#know#our#posi-on#in#the#market#and#we#are#able#to##
#######iden-fy#the#best#opportuni-es#for#AIESEC#t...
EXTERNAL
POSITIONING FOR
STUDENTS &
ORGANISATIONS
Processes
!
We#are#able#to#posi-on#AIESEC#effec-vely#in#order#
#to#secure...
OFFERING THE RIGHT
OPPORTUNITY
Processes
!
We#offer#the#right#opportuni.es#to#our#members#to##
#####ensure#they#will#develo...
QUALITY OF AIESEC
EXPERIENCES
Processes
!
We#deliver#high#quality#experiences#to#our#members.!
AIESEC
Experiences
Quality
...
SUSTAINABILITY
THEWAYWE
DOIT
LEADERSHIP FOR A POSITIVE IMPACT ON SOCIETY
INCREASING
EXCHANGE XPS
PROVIDING HIGH QUALITY
AI...
What NOW?
BUSINESS PLAN &
COACHING MODEL
12.13 Cluster Coaching Model
Innovation
Focus
ICX
Focus
OGX
Focus
TM
Focus
Tier n/a n/a n/a n/a
Green X
Blue X
Purple X
Or...
13.14 Cluster Coaching Model
OGX FocusOGX FocusOGX FocusOGX Focus ICX FocusICX FocusICX FocusICX Focus TM FocusTM FocusTM ...
13.14 Cluster Coaching Model
OGX FocusOGX FocusOGX FocusOGX Focus ICX FocusICX FocusICX FocusICX Focus TM FocusTM FocusTM ...
What are the TM
FOCUSES?
TM CLUSTERS
EXERCISE I
•Attempt to group yourselves by similar TM realities
•You have 10minutes!
http://
www.youtube.com/
watch?
v=ubNF9QNEQLA
DATA
Which TM Data?
•Peak Membership (TMP+TLP)
•Size of Leadership Team
•Returning EPs (1st & 2ndYears)
•Retention Rate
•Percen...
EXERCISE II
Using the data-sheets and the suggested clustering try
and determine:
•Commonalities
•Shared issues & BCPs
•Po...
EXERCISE III
Put the LCD Coaching model puzzle together giving
you:
•title
•description
•key focus
•KPIs
•LCs
•You have 15...
TM Capacity
Middle
Management
Reintegration Efficiency
Cluster
Focuses
Cluster
Focuses
Cluster
Focuses
Functional
Coach
Smal...
A B C D
OGX
ICX
TM
FIN
Reach oGIP Matching Delivery
Re-raise &
Service
New Raising Conversion Activity
Capacity
Middle
Man...
A B C D
OGX
ICX
TM
FIN
Aston
Birmingham
Cardiff
Edinburgh
Manchester
Newcastle
Reading
Strathclyde
Leeds
LSE
Warwick
Bristo...
COACHES & TIMELINE
Q&A
TM 2.0
Business Intelligence in TM
• Making decision based on data
• Recruiting & tracking the right people
• Use of Manage, Podi...
[NTMM13] Where Do We Stand?
[NTMM13] Where Do We Stand?
[NTMM13] Where Do We Stand?
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[NTMM13] Where Do We Stand?

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AIESEC UK National TM Meeting 2013 output.

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[NTMM13] Where Do We Stand?

  1. 1. AIESEC UK Where do we stand?
  2. 2. Objectives •Analyse Current State of AIESEC UK •Understand Previous & New LCD Coaching Models •Learn TM cluster focuses, strategy, KPIs & coach
  3. 3. ICX NUMBER OF MEETINGS(number of meetings aligned with the IT 2015 strategy) OGX NUMBER OF PAYMENTS(number of payments aligned with the country partnerships) 12.13 Cluster Coaching Model 12.13 Cluster KPIs
  4. 4. 12.13 LC Goals
  5. 5. Balanced Scorecard
  6. 6. SUSTAINABILITY THEWAYWE DOIT LEADERSHIP FOR A POSITIVE IMPACT ON SOCIETY IMPACT INCREASING EXCHANGE XPS PROVIDING HIGH QUALITY AIESEC XPS GENERATING LEADERSHIP XPS RECRUITMENT & INDUCTION MANAGING TALENT CUSTOMERSINTERNALPROCESSES LEARNING& CAPACITY OFFERING THE RIGHT OPPORTUNITY FOR OUR MEMBERS CAPITALISING ON NETWORKS, MARKETS AND ISSUES RELATIONSHIP MANAGEMENT WITH PARTNERS AND ALUMNI PLANNING & REVIEWMANAGING INFORMATION IT INFRASTRUCTURE GOVERNANCE & ACCOUNTABILITY FINANCIAL SUSTAINABILITY MARKET ANALYSIS MEMBERSHIP ADMINISTRATIVE MANAGEMENT MARKET AND RELATIONSHIP MANAGEMENT OPPORTUNITIES EXTERNAL POSITIONING FOR STUDENTS AND ORGANISATIONS July 2012
  7. 7. SUSTAINABILITY THEWAYWE DOIT LEADERSHIP FOR A POSITIVE IMPACT ON SOCIETY IMPACT INCREASING EXCHANGE XPS PROVIDING HIGH QUALITY AIESEC XPS GENERATING LEADERSHIP XPS RECRUITMENT & INDUCTION MANAGING TALENT CUSTOMERSINTERNALPROCESSES LEARNING& CAPACITY OFFERING THE RIGHT OPPORTUNITY FOR OUR MEMBERS CAPITALISING ON NETWORKS, MARKETS AND ISSUES RELATIONSHIP MANAGEMENT WITH PARTNERS AND ALUMNI PLANNING & REVIEWMANAGING INFORMATION IT INFRASTRUCTURE GOVERNANCE & ACCOUNTABILITY FINANCIAL SUSTAINABILITY MARKET ANALYSIS MEMBERSHIP ADMINISTRATIVE MANAGEMENT MARKET AND RELATIONSHIP MANAGEMENT OPPORTUNITIES EXTERNAL POSITIONING FOR STUDENTS AND ORGANISATIONS July 2013
  8. 8. SUSTAINABILITY THEWAYWE DOIT LEADERSHIP FOR A POSITIVE IMPACT ON SOCIETY INCREASING EXCHANGE XPS PROVIDING HIGH QUALITY AIESEC XPS GENERATING LEADERSHIP XPS RECRUITMENT & INDUCTION MANAGING TALENT CUSTOMERSINTERNALPROCESSES OFFERING THE RIGHT OPPORTUNITY FOR OUR MEMBERS CAPITALISING ON NETWORKS, MARKETS AND ISSUES RELATIONSHIP MANAGEMENT WITH PARTNERS AND ALUMNI PLANNING & REVIEWMANAGING INFORMATION IT INFRASTRUCTURE GOVERNANCE & ACCOUNTABILITY FINANCIAL SUSTAINABILITY MARKET ANALYSIS MEMBERSHIP ADMINISTRATIVE MANAGEMENT MARKET AND RELATIONSHIP MANAGEMENT OPPORTUNITIES EXTERNAL POSITIONING FOR STUDENTS AND ORGANISATIONS July 2013
  9. 9. RECRUITMENT AND INDUCTION Processes Talent Promotion Talent SelectionTalent Planning Talent Induction RECOMMENDATION July 2013
  10. 10. MANAGING TALENT Processes Talent Allocation Talent Goal Setting & Orientation Member s Education Talent Tracking RECOMMENDATION July 2013
  11. 11. PLANNING & REVIEW LC Processes Plan & Budget Reward & Recognition Talent Performance Appraisal Organisational Performance Management RECOMMENDATION July 2013 MC Processes Plan & Budget Reward & Recognition Talent Performance Appraisal Organisational Performance Management
  12. 12. MARKET ANALYSIS ! We#know#our#posi-on#in#the#market#and#we#are#able#to## #######iden-fy#the#best#opportuni-es#for#AIESEC#to## ###############capitalize#on.# Processes Brand perceptionExternal Research Analysis of Supply & Demand Market Segmentation July 2013
  13. 13. EXTERNAL POSITIONING FOR STUDENTS & ORGANISATIONS Processes ! We#are#able#to#posi-on#AIESEC#effec-vely#in#order# #to#secure#maximum#benefit#from#the#right#target#audiences.! Promotion & Marketing Public Relations RECOMMENDATION July 2013
  14. 14. OFFERING THE RIGHT OPPORTUNITY Processes ! We#offer#the#right#opportuni.es#to#our#members#to## #####ensure#they#will#develop#themselves#through#the## #########AIESEC#Experience.# Internal Promotion for X & EP Raising Internal Promotion for LR & LR Offered RECOMMENDATION July 2013
  15. 15. QUALITY OF AIESEC EXPERIENCES Processes ! We#deliver#high#quality#experiences#to#our#members.! AIESEC Experiences Quality Measurement Competency Management RECOMMENDATION July 2013
  16. 16. SUSTAINABILITY THEWAYWE DOIT LEADERSHIP FOR A POSITIVE IMPACT ON SOCIETY INCREASING EXCHANGE XPS PROVIDING HIGH QUALITY AIESEC XPS GENERATING LEADERSHIP XPS RECRUITMENT & INDUCTION MANAGING TALENT CUSTOMERSINTERNALPROCESSES OFFERING THE RIGHT OPPORTUNITY FOR OUR MEMBERS CAPITALISING ON NETWORKS, MARKETS AND ISSUES RELATIONSHIP MANAGEMENT WITH PARTNERS AND ALUMNI PLANNING & REVIEWMANAGING INFORMATION IT INFRASTRUCTURE GOVERNANCE & ACCOUNTABILITY FINANCIAL SUSTAINABILITY MARKET ANALYSIS MEMBERSHIP ADMINISTRATIVE MANAGEMENT MARKET AND RELATIONSHIP MANAGEMENT OPPORTUNITIES EXTERNAL POSITIONING FOR STUDENTS AND ORGANISATIONS July 2013
  17. 17. What NOW?
  18. 18. BUSINESS PLAN & COACHING MODEL
  19. 19. 12.13 Cluster Coaching Model Innovation Focus ICX Focus OGX Focus TM Focus Tier n/a n/a n/a n/a Green X Blue X Purple X Orange X
  20. 20. 13.14 Cluster Coaching Model OGX FocusOGX FocusOGX FocusOGX Focus ICX FocusICX FocusICX FocusICX Focus TM FocusTM FocusTM FocusTM Focus FIN FocusFIN FocusFIN FocusFIN Focus Tier A B C D A B C D A B C D A B C D LC a X X X X LC a X X X X LC a X X X X
  21. 21. 13.14 Cluster Coaching Model OGX FocusOGX FocusOGX FocusOGX Focus ICX FocusICX FocusICX FocusICX Focus TM FocusTM FocusTM FocusTM Focus FIN FocusFIN FocusFIN FocusFIN Focus Strategic CoachStrategic CoachStrategic CoachStrategic CoachStrategic Coach Tier A B C D A B C D A B C D A B C D A B C D E LC a X X X X X LC a X X X X X LC a X X X X X
  22. 22. What are the TM FOCUSES?
  23. 23. TM CLUSTERS
  24. 24. EXERCISE I •Attempt to group yourselves by similar TM realities •You have 10minutes!
  25. 25. http:// www.youtube.com/ watch? v=ubNF9QNEQLA
  26. 26. DATA
  27. 27. Which TM Data? •Peak Membership (TMP+TLP) •Size of Leadership Team •Returning EPs (1st & 2ndYears) •Retention Rate •Percentage of 1stYear students recruited •Number of skill sessions delivered •Experience ofVPTM •Experience of LCP •....
  28. 28. EXERCISE II Using the data-sheets and the suggested clustering try and determine: •Commonalities •Shared issues & BCPs •Potential focus/strategy for next year •KPIs (if you have time) •You have 15minutes!
  29. 29. EXERCISE III Put the LCD Coaching model puzzle together giving you: •title •description •key focus •KPIs •LCs •You have 15minutes!
  30. 30. TM Capacity Middle Management Reintegration Efficiency Cluster Focuses Cluster Focuses Cluster Focuses Functional Coach Small-medium membership, existing middle management structure →Leverage middle managers & flexible LC structures Little/no existing middle management structure →Create and utilise TL roles for retention and results # returning EPs >> peak membership →Use EP reintegration as main recruitment/ membership strategy Large membership, but not proportionally more exchange →Push member responsibility, capitalise on big numbers KPIs: • # TMP/TLP XPs • TLP performance appraisal KPIs: • # Team Leaders • # of TL candidates in Dec/Mar election • TLP performance Appraisal KPI: • GCDP→TMP/TLP conversion rate • % of membership with X experience KPIs: • Performance appraisal delivery •Member/X Re ratio Aston Cardiff Newcastle Reading Southampton Strathclyde Birmingham Edinburgh Nottingham Bristol Leeds LSE Sheffield UCL-SOAS City Manchester Warwick Kimmie Alyssa Jane Alyssa
  31. 31. A B C D OGX ICX TM FIN Reach oGIP Matching Delivery Re-raise & Service New Raising Conversion Activity Capacity Middle Management Reintegration Efficiency Growth Sustainability Investment New Revenue
  32. 32. A B C D OGX ICX TM FIN Aston Birmingham Cardiff Edinburgh Manchester Newcastle Reading Strathclyde Leeds LSE Warwick Bristol City Nottingham Southampton Sheffield UCL-SOAS Aston Birmingham Edinburgh LSE Bristol Cardiff Manchester Sheffield UCL-SOAS Warwick City Nottingham Southampton Leeds Newcastle Reading Strathclyde Aston Cardiff Newcastle Reading Southampton Strathclyde Birmingham Edinburgh Nottingham Bristol Leeds LSE Sheffield UCL-SOAS City Manchester Warwick Aston Reading Strathclyde Birmingham Bristol Cardiff Edinburgh Manchester Newcastle Nottingham Southampton City Leeds LSE Warwick Sheffield UCL-SOAS
  33. 33. COACHES & TIMELINE
  34. 34. Q&A
  35. 35. TM 2.0
  36. 36. Business Intelligence in TM • Making decision based on data • Recruiting & tracking the right people • Use of Manage, Podio & my@ to increase knowledge & understanding of membership • Building up Talent Capacity

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