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AIESEC Chile TM Empowering people to drive performance
AIESEC Chile TM Empowering people to drive performance
AIESEC Chile TM Empowering people to drive performance
AIESEC Chile TM Empowering people to drive performance
AIESEC Chile TM Empowering people to drive performance
AIESEC Chile TM Empowering people to drive performance
AIESEC Chile TM Empowering people to drive performance
AIESEC Chile TM Empowering people to drive performance
AIESEC Chile TM Empowering people to drive performance
AIESEC Chile TM Empowering people to drive performance
AIESEC Chile TM Empowering people to drive performance
AIESEC Chile TM Empowering people to drive performance
AIESEC Chile TM Empowering people to drive performance
AIESEC Chile TM Empowering people to drive performance
AIESEC Chile TM Empowering people to drive performance
AIESEC Chile TM Empowering people to drive performance
AIESEC Chile TM Empowering people to drive performance
AIESEC Chile TM Empowering people to drive performance
AIESEC Chile TM Empowering people to drive performance
AIESEC Chile TM Empowering people to drive performance
AIESEC Chile TM Empowering people to drive performance
AIESEC Chile TM Empowering people to drive performance
AIESEC Chile TM Empowering people to drive performance
AIESEC Chile TM Empowering people to drive performance
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AIESEC Chile TM Empowering people to drive performance

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Empowering people to drive performance AIESEC Chile TM Strategy 2013

Empowering people to drive performance AIESEC Chile TM Strategy 2013

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  • 1. EMpOWERING people to drive pERFORMANCE
  • 2. We have our new members…. And now?
  • 3. Meet Snoopy!
  • 4. He is new in AIESEC and confused about what his next steps
  • 5. Based on his skills and the human resource need in the organization, we need to assign him a role. A role that will challenge him and allow him to grow. A role that respects the TMP&TLP principles and the structure principles. He will now know what is expected from him and what is his role inside the entity.
  • 6. STRUCTURE  Each team has a purpose  Each team has specific objectives, realistic and measurable  Each team has a specific timeframe (6 weeks – 3 months)  Each team is exchange oriented or supporting exchange  Each team has a set number of members with JD  Each team purpose must be meaningful
  • 7.  Each team member/leader has a JD  Each JD must contain role, activities and responsibilities  Each JD must contain clear, achievable and measurable objectives  Have a team position only if it is necessary  Each team position is unique  Make JDs qualitative Job Descriptions
  • 8. Is important for Snoopy to have a space to think of his future in AIESEC and outside AIESEC and connect his individual goals with the goals and on-going activities of the organization. I would love to be an LCP as it connects with my dream of becoming an entrepreneur.
  • 9. They are a lot of challenges along the way and we are not going to leave Snoopy to face them alone
  • 10. Snoopy needs education on specific hard skills, but also on soft skills. And tracking and support along the way
  • 11. But sometimes it happens that Snoopy is unmotivated, lazy, doesn’t complete his objectives, inefficient, doesn’t understand his role, etc. I think I am allergic to mornings
  • 12. And at the end of his experience, Snoopy needs to evaluate his performance and to reflect upon his experience. It’s also important for him to receive feedback from the people he worked with.
  • 13. Role Assignment Performance Evaluation Reward and Recognition New challenge
  • 14. Purpose: • Acknowledge valuable individual and team contributions • Encourage excellence and performance • Focus your LC on a certain direction • Create certain behaviours in your membership • Set a standard for the members in your entity Rewards & Recognition
  • 15. • For all awards the criteria should be settled and promoted for a long period of time in the LC so that the actions of your membership will be directed according to these criteria • The evaluation criteria need to be transparent and as much as possible based on clear actions and measurable results • Set examples of behaviours for the prizes you decided • Don’t have more than 1 award per month as it loses importance and desirability • Use a mix of recognitions (LC newsletter, LCM announcement) and rewards (1 free exchange fee, 50% reduction at a NatCo) • You can have awards based on team or individual performance, LC direction or organisational culture (proving the vision and values of the organization ) Rewards & Recognition
  • 16. 1. Talk to your EB to establish a clear local R&R strategy for the next 6 months aligned with your local direction 2. Coordinate with VP oGCDP and GCDP/GIPi (an important base of your local R&R should be orientated towards exchange and result achievement) 3. Coordinate with VP Finance for the financial investment (choose rewards that are a further investment in the members and their AIESEC XP such as exchange or conference fees) 4. Establish criteria and prizes 5. Promote the campaign to your membership 6. Track & Evaluate 7. Reward and showcase the successful cases R&R Step by step
  • 17. Top Exchanger # RA made, MA made Promoter of the month # attendance to info desks, charlas Start seller # meetings/phone calls made, RA made Self sustainable project award # iGCDP project with a positive balance Best OC team # presence in the LC, % objectives reached Campaign examples
  • 18. And because we believe in Snoopy’s leadership potential we are going to give him the opportunity to discover and develop his inner leader
  • 19. Purpose: •To strengthen the impact a TLP experience has on the individual •To enable our leaders to be perform ant and achieve their results •To increase the attractiveness of AIESEC leadership opportunities, internally and externally •To enable our leaders to discover their own leadership vision by fostering the inner and outer journey of each leader LEAD
  • 20. LEAD Delivery LDS agenda NatCo agenda ASM agenda LC Visit agenda Area Education Cycle Individual Learning Plans Story telling culture Showcasing experiences Short term XP Goals orientation JDs for each position Performance recognition Leadership Learning Circles MC open office LC EB simulations Functional resource centers Weekly Leadership Corner Buddy System Mentoring Programme OCP transition National Local
  • 21. LEAD •Short term XP •JDs for each position •Goals for each teams •Individual Learning Plans •Rewards and Recognitions •Story Telling Culture •Showcasing Experiences •OCP Transition •Leadership (OCP&MM) Preparation

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