AIESEC US LC Structures Guide 2013-2014
Upcoming SlideShare
Loading in...5
×
 

AIESEC US LC Structures Guide 2013-2014

on

  • 1,355 views

Use this resource to better understand what is the best structure for LC!

Use this resource to better understand what is the best structure for LC!

Statistics

Views

Total Views
1,355
Views on SlideShare
711
Embed Views
644

Actions

Likes
0
Downloads
13
Comments
0

5 Embeds 644

http://www.myaiesec.net 575
http://talam3.wix.com.usrfiles.com 49
http://static.usrfiles.com 18
http://www.linkedin.com 1
http://htmlcomponentservice.appspot.com 1

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

AIESEC US LC Structures Guide 2013-2014 AIESEC US LC Structures Guide 2013-2014 Presentation Transcript

  • A guide to how LC and team structures can look like for every function for optimized results and high quality Team Member and Team Leader experiences. MC 212°
  •        Types of Structures…….pg 3-6 Structural Change…….pg 7-13 Incoming Exchange……pg 14-26 Outgoing Exchange…….pg 27-36 Talent Management……pg 37-45 Communications/ IM……pg 46-51 Finance/Legal…………pg 52-67
  • Focused productivity leading to GCDP and GIP growth Better learning for the individual More people and more experienced aligned to the delivery of AIESEC 2015
  • Talent Capacity Roles Front Office and Back Office Number of People TXP/ Members
  • JD Based: Project Based: What is it?- When every member has a defined job role and is only working on a specific task. What is it?- When an individual is working on multiple things within a project. i.e., oGCDP recruitment. When to use?- When an LC is doing a high volume of exchanges in a particular program. When to use?- When an LC is not doing a high volume of exchanges in a particular program
  • Roles, JD, and Goals are defined
  • Step One Structure Ev aluation 1. Evaluate your current structure and timeline of positions offered  Is the structure right now efficient?  Is it appropriate for your LCs focus and growth stage?  Is every team purpose clear? Is every JD clear? Do they JDs align with TMP/TLP principles?  Are the time periods for roles offered appropriate time periods? Can they be shorter?  Are there small/temporary tasks in the LC with no one responsible?
  • Step Two Structural change 2. Restructure the current positions into shorter and more clearly defined experience.  Create new positions and refocus based on LC growth stage & LC focus  Customize job descriptions • Ensure that job descriptions have purposes, clear measures of success, competencies needed, competencies developed, and path for success
  • Step Three Structural change continued.. Customized Planning  Short term goals & planning  Short term & long term member development plan Implementation & Tracking Succession  Alignment & continuation between 2 roles  Efficiency  Centralized spaces for tracking  Plan alignment  Knowledge transfer
  • What is a flexible structure? A structure that is not limiting our talent capacity but actually enhancing it and helping us to grow.
  • • Structure needs to enable an LC to achieve goals (GIP GCDP through increased TMP TLP) in the easiest possible manner. • Roles and responsibility of each position needs to be clearly defined. should be completely aligned with TM processes like recruitment, education, pipeline management and leadership development. • Structure
  • Create capacity to focus and do more in one program! When deciding which team structures are best for your LC, here are the questions you can ask yourself: What is your LCs current exchange performance? What is your LCs focus program based on our market relevance? (iGIP oGCDP) Are your current structures efficient? What is your LCs talent capacity? # of members in clearly defined roles What kind of structure will produce the most exchange in my LCs focused sub products? What change management must occur to evolve a structure?
  • Here are some suggestions for functional team structures and LC structures. Remember, it’s up to YOU to decide which structures and JDs based on your LCs internal and external reality!
  • Structure for iGIP can be based on markets and members should sell sub-products. The VP ICX has to identify the best market sub-products to work with depending on LC reality and supply from the network. Once these markets are picked, teams can be based on sub products. Each structure is based on sales activity and sophistication of operations. Teams can be 3-6 months.
  • VP ICX Team Leader Team Member Team Member Team Leader Team Member [Market/ Subproduct t Focus] [Market/ Subproduct t Focus] Industry OR Subproduct Focus Team Member VP AD Account Manager Account Manager
  • Team Leader Team Member Team Member Team Leader Team Member [Market Focus] [Market Focus] VP ICX Team Member
  • [Market Focus] Team Member VP AD VP ICX Team Member Team Member Account Manager Account Manager
  • [Market Focus] Account Manager VP ICX Team Member Team Member Team Member
  • [Market Focus] Team Member VP ICX Team Member Team Member
  • [Market Focus] Team Member VP ICX Team Member Team Member
  • Responsibilities • • • • • • • • Identification of focus areas and design of key LC strategies Creation and development of functional plan from national strategy Tracking of team leaders and/or members according to sales and delivery processes Development of team leaders and team members through training, tracking and coaching Evaluation of service provided to partners and matched exchange participants Creation of quarterly functional performance review Communication with MC ICX Responsible, as necessary Primary responsible for LC ICX achievements in TNs Ra, Ma and Re Expectations • • • Commitment of 25 hours/ week minimum, with at least 10 hours during 9am-5pm, M-F Leadership of weekly functional meetings Attendance at weekly Executive Board Meetings Performance Measures • Number of traineeships raised, matched, and realized in national market segments Competencies & Skills Developed • • • • • • • • • • • • Training and coaching Team management Market research and segmentation Lead generation Cold calling Networking Public speaking Customer relationship management Personal effectiveness Proactive Learning Entrepreneurial Outlook Emotional Intelligence
  • Responsibilities • • • • • • Identification of focus industry and implementation of key LC strategies Tracking of team members according to sales and delivery processes Development of team members through training, tracking and coaching Generation of 5 meetings/ month with potential partners Attendance of 2 networking events/ month Update online CRM tool regularly Expectations • • • Commitment of 15 hours/ week minimum, with at least 10 hours during 9am-5pm, M-F Leadership of weekly functional meetings Attendance at weekly Executive Board Meetings Performance Measures • Number of traineeships raised, matched, and realized in national market segments Competencies & Skills Developed • • • • • • • • • • • • Training and coaching Team management Market research and segmentation Lead generation Cold calling Networking Public speaking Customer relationship management Personal effectiveness Proactive Learning Entrepreneurial Outlook Emotional Intelligence
  • Responsibilities • Identification of focus industry and implementation of key LC strategies Tracking of team members according to sales and delivery processes Development of team members through training, tracking and coaching Generation of 5 meetings/ month with potential partners Attendance of 2 networking events/ month Update online CRM tool regularly • • • • • Expectations • • • 24 hour follow-up on leads generated Commitment of 10 hours/week minimum, during typical business hours (9am-5pm, M-F) Attendance at weekly functional team meetings Performance Measures • Number of traineeships raised, matched, and realized in national market segments Competencies & Skills Developed • • • • • • • • • Market research and segmentation Lead generation Cold calling Networking Public speaking Customer relationship management Proactive Learning Entrepreneurial Outlook Emotional Intelligence
  • Responsibilities • • • • • • • Manage Delivery team to maintain and grow existing client relationships Lead culture and initiatives related to iGIP customer experience management within the team and the LC • Track and firefight any open cases on Customer Guage Train, coach, mentor and provide feedback to improve the skill and productivity of the AD team Facilitate account transition between semesters as necessary Ensure detailed records of planning, meetings and all customer interactions for IM Participate and represent iGIP customer interests in LC strategic planning and re-planning Ensure LC compliance with all J1 Visa Regulations Expectations • • • Commitment of 25 hours/ week minimum, with at least 10 hours during 9am-5pm, M-F Leadership of weekly functional meetings Attendance at weekly Executive Board Meetings Performance Measures Define and meet key goals and metrics for customer satisfaction for iGIP 100% J1 Visa Compliance NPS Score of LC in iGIP: _______ % of Partners Re-raised: _______ % of Partners Upsold: _______ • • • • • Competencies & Skills Developed • • • • • • • • Relationship management skills Communication & presentation skills Results orientation Problem Solving Skills Passion for customers Team management skills Emotional Intelligence Proactive Learning
  • Responsibilities • • • • • Establish and Maintain productive and professional relationships with key personal in partner company. Proactively asses, clarify and validate customer needs on an ongoing basis • Touchpoint min every 3 weeks with partner company • Touchpoint min every 2 weeks with EP Facilitate open dialogue between the EP and the partner in the form of quarterly service reviews Coordinate other AIESECers to achieve sourcing, matching and reception Proactively lead B2B account planning that develops mutual objectives for AIESEC and for the partner company once a year Ensure detailed records of meetings and all customer interactions for IM Expectations • • Commitment of 25 hours/ week minimum, with at least 10 hours during 9am-5pm, M-F Attendance at weekly functional meetings Performance Measures Maintained of high customer satisfaction ratings that meet LC goals Achievement of customer objectives defined in yearly strategic planning. Successful in: Re-raising previous contract and up scaling the partnership for the following year NPS Score of responsible trainees: _______ Company Satisfaction in review: _______ Number of TNs Upsold: _______ • • • • • • Competencies & Skills Developed • • • • • Relationship management skills Communication & presentation skills Results orientation Problem Solving Skills Passion for customers
  • Structures are based on LC performance in exchange realizations. The VP OGX has to identify the best market sub-products to work with depending on LC reality and supply from the network. Once these markets are picked, teams can be based on process, region, or program to support growth in these sub products based on issues. Teams can be 3-6 months.
  • VP oGCDP Team Member Team Member Team Member Team Member Regional based team for a small team. Each member can focus on managing a specific region/ country focus.
  • VP oGCDP TLRegion Team Member Team Member TLRegion Team Member Team Member Team Member TLRegion Team Member Team Member Team Member Team Member Sub-teams should be focused on one region, and members should specialize in relations with one country to create specialization and efficiency of matching. Examples: IGN- Brazil, AP-China, CEE-Hungary.
  • VP oGCDP Focus Sub Issue 1 Team Member Team Member Focus Sub Issue 2 Team Member Team Member Team Member Focus Sub Issue 3 Team Member Team Member Team Member Team Member This is a structure based on issues that are most relevant in your university's market through the Global Citizen Program.
  • VP oGCDP TLRaising Team Member Team Member TLMatching Team Member Team Member Team Member TLDelivery Team Member Team Member Team Member TL-CEM Team Member Team Member This is a process based structure for an LC that does a high volume of exchange and rolling operations. Team Member Team Member
  • VP oGIP Focus Sub Product 1 Team Member Team Member Focus Sub Product 2 Team Member Team Member Team Member Focus Sub Product 3 Team Member Team Member Team Member Recommended for LCs who have oGIP operations and intend on growing in oGIP. The number of focus sub products and team leaders can increase or decrease based on LC reality and oGIP capacity. Sub products recommended are Business Administration, Marketing, Teaching and IT. Team Member
  • Responsibilities Performance Measures • • • • • • • • • • • • Identification of focus sub products and target audience and design of key LC strategies Creation and development of functional plan from national strategy Tracking of team leaders and/or members according to the OGX processes Development of team leaders and team members through training, tracking and coaching Evaluation of service provided to EPs , i.e. OPS, RIS Creation of quarterly functional performance review Synergizing with TM, OGX and Finance Communication with MC OGX Responsible, as necessary Primary responsible for LC OGX achievements in EPs Ra, Ma and Re Expectations • • • Commitment of 25 hours/ week minimum, with at least 10 hours during 9am-5pm, M-F Leadership of weekly functional meetings Attendance at weekly Executive Board Meetings Number of EPs raised, matched, and realized NPS Score for oGIP and oGCDP NPS Response Rate for oGIP and oGCDP Competencies & Skills Developed • • • • • • • • • • • • Training and coaching Team management Market research and segmentation Lead generation Networking Public speaking Customer relationship management Personal effectiveness Proactive Learning Entrepreneurial Outlook Emotional Intelligence Global Mindset
  • Responsibilities • • • • • Identification of focus sub products and target audience and implementation of key LC strategies Tracking of team members according to OGX processes Development of team members through training, tracking and coaching Implementation of focus OGX process for the month Update and use aiesec.net and aieseconline regularly Expectations • • • Commitment of 15 hours/ week minimum, with at least 10 hours during 9am-5pm, M-F Leadership of weekly functional meetings Attendance at weekly Executive Board Meetings Performance Measures • Number of EPs raised, matched, and realized Competencies & Skills Developed • • • • • • • • • • • • Training and coaching Team management Market research and segmentation Lead generation Networking Public speaking Customer relationship management Personal effectiveness Proactive Learning Entrepreneurial Outlook Emotional Intelligence Global Mindset
  • Responsibilities • • • • Implementation of the OGX process- Raising, matching and realizing. Staying in touch with the EPs Guiding the EP through the entire experience. Working with other functional teams like TM and COMM as well as necessary stakeholders to make the OGX process possible Expectations • • • 24 hour follow-up on EPs Commitment of 10 hours/week minimum, during business hours Attendance at weekly functional team meetings Performance Measures • Number of EPs raised, matched, and realized Competencies & Skills Developed • • • • • • • • Market research and segmentation Networking Public speaking Customer relationship management Proactive Learning Global Mindset Entrepreneurial Outlook Emotional Intelligence
  • The size of the team greatly depends on the size of the LC’s membership and exchange realizations. Depending on the size of the membership, the structure focuses on talent capacity, learning & development, and program management. The processes and focuses of the team greatly depend on the LCs exchange operations and focus areas. Teams can be 3-6 months and should only have experienced members.
  • VP TM Team Member Team Member Team Member This structure is for a small LC. The focus areas for this team are developing local processes and developing the TMP program.
  • VP TM Team Member Team Member Team Member Team Member Team Member This structure is for an LC that is medium sized, has some middle management, and development of local processes.
  • VP TM TL- Learning & Development Team Member Team Member TL-Talent Capacity Team Member Team Member Team Member Team Member This structure is for an LC that is a larger size, has middle management, and higher than average exchange realizations.
  • VP TM TL-TMP Talent Capacity Acquisition & Engagement TL-TLP Data & Tracking Talent Capacity Acquisition & Engagement TL- L&D Data & Tracking LEAD Manager Mentorship Training Coordinator This structure is suitable for a large LC that has strong middle management, a high member-exchange ratio, and sophistication of operations.
  • Responsibilities • • • • • • • • • Managing the human resources of the LC Identification of talent capacity needs through talent reviews & talent planning Delivering the right tools and opportunities for learning & development Knowledge management for education and sustainability Creation of recruitment, retainment, engagement, and performance management strategies Development of team leaders and team members through training, tracking and coaching Creation of quarterly functional performance review for all LC members Synergizing with every functional team for different projects Communication with MC TM Responsible, as necessary Expectations • • • Commitment of 25 hours/ week minimum, with at least 10 hours during 9am-5pm, M-F Leadership of weekly functional meetings Attendance at weekly Executive Board Meetings Performance Measures • • • • • % of accuracy in TMP & TLP (real vs myaiesec.net) % of accuracy in TLP & TLP (real vs myaiesec.net) NPS score of TMP & TLP LC Retention Rate Number of members with multiple program experience Competencies & Skills Developed • • • • • • • • • • Training and coaching Facilitation Team management Project Management Public speaking Personal effectiveness Human Resources Proactive Learning Entrepreneurial Outlook Emotional Intelligence
  • Responsibilities Performance Measures • • • • • • • • Management of talent capacity team Supply & demand management for TMP/TLP Identification of talent capacity needs through talent reviews & talent planning Responsible for talent capacity strategies with ICX & OGX Main responsible for strategy and development of TMP & TLP Programs Creation of quarterly functional performance review for all LC members Synergizing with every functional team for different projects Communication with TM NST Responsible, as necessary • • • • • Expectations • • • Commitment of 15 hours/ week minimum, with at least 10 hours during 9am-5pm, M-F Leadership of weekly functional meetings Attendance at weekly Executive Board Meetings % of accuracy in TLP (real vs myaiesec.net) % of accuracy in TMP & TLP (real vs myaiesec.net NPS score of TMP & TLP % of TMP/X Re # of projects that have achieved goals Competencies & Skills Developed • • • • • • • • • Training and coaching Results orientation and stakeholder focus Team management Advanced Project Management Public speaking Personal effectiveness Human Resources Proactive Learning Emotional Intelligence
  • Responsibilities • • • • • • • • • • • • • Management of learning & development team Asses local education needs & identify gaps in education about organizational, functional, leadership, and management knowledge through MEC Enhance knowledge management virtually & physically Delivery of local training at LCMs, LC seminars, retreats, & inductions Manage local LEAD program to build leadership & management capacity Work with the VP TM & LCP for local transition Lead and manage local trainers Working with alumni & external partners to deliver training Managing a local mentorship program Communication with TM NST Responsible, as necessary Expectations Commitment of 15 hours/ week minimum, with at least 10 hours during 9am-5pm, M-F Leadership of weekly functional meetings Attendance at weekly Executive Board Meetings Performance Measures • • • # of members that have had induction # of members that have had transition # of leaders that have participated in LEAD or mentorship program # of members that advance in education levels • Competencies & Skills Developed • • • • • • • • • Advanced training & facilitation Coaching for performance Team management Advanced Project Management Public speaking Personal effectiveness Human Resources Proactive Learning Emotional Intelligence
  • The core of the LC, or of any organization, is (always!) Communications. Be it internal or external, everything revolves around the right channel for the right messages, directed at the right people at the right time. The processes and focuses of the team will depend on the LCs exchange operations and focus areas, but also the size of the LC Terms can be 3-6 months
  • VP COMM & IM Marketing & Promotion Community Manager External Communications This structure is for a small LC. The focus areas for this team are developing local processes and developing the TMP program.
  • VP COMM &IM IT Manager Strategic Communications (TL) External Communications Information Manager Marketing & Promotions Community Manager This structure is for an LC that is medium sized, has some middle management, and development of local processes.
  • VP Mar/COMM Strat. Comm Branding Target Audience VP IM Mar/Promo Content Manager Events Manager PODIO Designer Database VP ER IT Corporate Comm Alumni Relations PR & Media Community Manager This structure is suitable for a large LC that has strong middle management, a high member-exchange ratio, and sophistication of operations.
  • Responsibilities Performance Measures • • • • • • • • • • • • • • • • Managing the internal and external COMM of LC Establishing and managing LC identity, brand & reputation Knowledge/information management for education and sustainability C0-creation/Implementation of recruitment campaigns Managing & maintaining online platforms - website + PODIO Social Media, advertising & branding strategies for student and corporate markets Synergizing with every functional team for different projects Getting the right message, to the right people, through the right channel Communication with MC VP COMM and MC IM Manager, as necessary Expectations • • • Commitment of 25 hours/ week minimum, with at least 10 hours during 9am-5pm, M-F Leadership of weekly functional meetings Attendance at weekly Executive Board Meetings # of website views, unique visitors, inbound traffic # of followers twitter + tweets per day # of Facebook fans # of connections on LinkedIn # of attendants info-sessions # of LC members engaged for promotion % of online registrants contacted Competencies & Skills Developed • • • • • • • • • • • • Training and coaching Facilitation Team management Project Management Public speaking Social Media Management Strategic Communications Personal effectiveness Human Resources Proactive Learning Entrepreneurial Outlook Emotional Intelligence
  • The size of the team greatly depends on the size of the LC’s membership and exchange results. Larger finance teams become necessary as revenue and expenditures go up. Finance teams can either have a focused accounting style where only a few individuals handle the bookkeeping or a distributed accounting style where everyone does. It is recommended to only raise one Level of Excellence a semester; a checklist of requirements and background on each level of excellence can be found at the end of the guide Teams can be 3-6 months, and should be a mix between experienced members and inexperienced members; more experienced members become necessary at higher levels.
  • VP Finance Book Keeper Financial Reporter This structure is suitable for a small LC with a very young finance team.
  • VP Finance Book Keeper Financial Reporter Hard ROI Developer This structure is suitable for small LCs Consultant
  • VP Finance Reporting Developer Hard ROI Developer Consultant This structure is suitable for small LCs
  • VP Finance Internal Relations Team Leader Hard ROI Director Soft ROI Developer Consulting Team Leader Book Keeper Consultant Reporting Developer Financial Reporter This structure is suitable for medium LCs (~50 members) with at least medium exchange results
  • VP Finance Internal Relations Team Leader Hard ROI Director Soft ROI Developer Consulting Team Leader Book Keeper Consultant Reporting Developer Financial Reporter This structure is suitable for medium LCs (~50 members) with at least medium exchange results
  • VP Finance Internal Relations Team Leader Hard ROI Director Soft ROI Developer Consulting Team Leader Consultant and Reporter Consultant and Reporter This structure is suitable for medium LCs (~50 members) with at least medium exchange results and well developed synergy and reporting processes
  • VP Finance Internal Relations Team Leader Hard ROI Director External Relations Team Leader Soft ROI Director Sponsorships Developer Grants Writer Consulting Team Leader Financial Reporter and Consultant This structure is suitable for large LCs (~50 members) Financial Reporter and Consultant
  • VP Finance Internal Relations Team Leader Hard ROI Director Soft ROI Director External Relations Team Leader Sponsorships Developer Grant Writer Consulting Team Leader Consultant and Reporter Consultant and Reporter This structure is suitable for large LCs (~75 members) with at least medium exchange results and well developed synergy and reporting processes
  • Responsibilities Performance Measures • • • • • • • • • • • • • Final responsible for LC financial sustainability and growth Identification of focus areas and design of key LC strategies Creation of budget with input from EB Creation and development of functional plan from national strategy Tracking of team leaders and/ or members Development of team leaders and team members through training, tracking, and coaching Creation of monthly, quarterly, and yearly financial review Communication with the MC VP F, as necessary Primary responsible for LC F achievements in bookkeeping, consulting, investing, and alternative revenue generation Expectations • • • Commitment of 25 hours/ week minimum, with at least 10 hours during 9am-5pm, M-F Leadership of weekly functional meetings Attendance at weekly Executive Board Meetings # of months of financial reserves % budget variances % return on investments % of assets reinvested in focus areas, operations, projects, members # of financial reports created % finance member retention • • Competencies & Skills Developed • • • • • • • • • • • Budgeting Accounting and bookkeeping Financial analysis and reporting Training and coaching Team management Advanced Project Management Public speaking Personal effectiveness Proactive Learning Emotional Intelligence Entrepreneurial Outlook
  •  Budgeting (basic)  Accounting and bookkeeping  Basic risk management  Financial policy creation  Financial education (basic)
  • All previous Bronze requirements Preliminary ROI Team culture forming Synergy with TM Updated financial policies Proactive legal risk management Financial analysis Audit your MC account quarterly Recruiting processes (basic)
  •  All previous requirements  Hard ROI tracking  Basic ROI tracking system and processes  Consultancy to other functional teams  Basic synergy with every other functional team  Financial education (advanced)  Budgeting (advanced)  Cash flow management  Recruiting processes (advanced)  Advanced synergy with TM  Team Leaders
  • All previous requirements Soft and hard ROI tracking system and processes Basic alternative revenue generation Short-term, low volume sponsorships and grant-writing (no account management)
  • All previous requirements Alternate revenue generation High volume grant-writing Business Development department: advanced synergy and training with ICX to achieve sponsorship contracts Account Delivery: re-raising and account management with long-term sponsorships Advanced ROI Evolution of long-term ROI tracking tools
  • MC 212°